What is the relationship between organizational structure and performance?
Organizational structure and performance share a relationship in which it may dictate or at least affect productivity. Different structures may be more suitable for businesses based on the size of the subject or the industry in which the society operates. Employees often become a product of organizational structures practiced in business and begin to behave and function in a way that reflects and ideally supports implemented employers. It can be okay for the company to continue to work as if it were fully employed, even if it is not. This is not the case with a company that has a functional organizational structure.
The functional environment is an environment in which individual employees are provided specific tasks under the umbrella of the division with a wider organizational purpose. It is observed that individuals will perform in accordance with defined parameters. Although there may always be a credibility for a crossover between divisions because projects and individuals miss work, roles and function of workThey are segregated and defined. The connection between the organizational structure and performance is that employees are likely to be more and more tremendous in their work due to clarity and repetitions assigned to the tasks. Individuals can also have little use if productivity lags behind, because the goals are clear how the employer is implemented.
Small society is more prone to accepting a flat organizational structure. This is partly due to practicality, because this type of environment is formed by somewhat limited staff. Employees often work under the direct management of the owner or operator of the company, unlike being managed by a department or middle-management of management. In this environment, the organizational structure and performance are interconnected because employees are aware that higher management is aware of individual performance. This could positively affect productivity and inspire a linerST among co -workers.
In the organizational structure of the matrix is a smaller formality of the role associated with the titles of work. Companies that create this environment are likely to support teamwork and blend different office divisions for a certain purpose. The organizational structure and performance are interconnected in this environment because employees are encouraged or rewarded for demonstrating business spirit and creativity when they work on completing a certain goal. The conflict could occur in a team environment if employees resist different individual management styles from external departments.