INTRODUCTION

One of the most important functions of a manager is

organizing the work of all his employees and therefore, is
also important to have an organisational structure in a
company in order to achieve organisational goals.

Many company organizational structures are pretty linear

— or, more accurately, pretty triangular. The traditional
“org chart” images of a pyramid depict companies with a
few powerful individuals at the top of the company. Under
that is a slightly wider level that reports to them. Each
subsequent level gets wider and wider, with a large base
of entry-level employees at the “bottom.”

Choosing the right structure for your team requires you to

think about how your team currently works and where
you’re going. Before you draw up that org chart or start
proposing new headcount, read on. We’ll dig into the
various types of organizational structures, what they are,
and ways to implement them
DEFINITIONS
• Organizing can be defined as a
process that initiates
implementation of plans by
clarifying jobs and working
relationships and effectively
deploying resources for attainment
of identified and desired results
(goals).
• Organizing essentially implies a
process which coordinates human
efforts, assembles resources, and
integrates both into a unified whole
to be utilized for achieving specified
STRUCTURE
• An organizational structure is the way that a
company, organization, or team is set up. It can be
hierarchical, with different levels of management. Or
it can be divisional, with different product lines and
divisions. there’s little to no hierarchy at all.
According to Cole (2004) organisational structure
mean:
Determining and grouping structuring activities.

Devising and allocating roles arising from the

grouping of activities.
Assigning accountability results.

Determining detailed rules and systems of working.

STEPS IN ORGANISING

Identification and Division of Work

Obtain and allocate necessary resources

Job assignment

Establish authority and responsibility relationship

Coordination
PRINCIPLES OF
ORGANISING

Specialization

Functional Definition

Principles of Span of
Control/Supervision
ORGANIZATIONAL
STRUCTURE
Organizational structure refers to the
framework that defines how activities such
as task allocation, coordination, and
supervision are directed toward achieving
the organization's goals.
They oversee structures like;
Roles and responsibilities in the
organization
Communication channels of the
organization
Reporting relationships within an
organization
DIFFERENTIATION
This Structure is one of the basic activities of an
organization.

Differentiation refers to the degree to which tasks and

roles within an organization are divided and specialized.
The structuring of an organization of work has two
dimensions, which are the vertical and horizontal
differentiation.
VERTICAL
DIFFERENTIATION
Vertical differentiation deals with the hierarchical arrangement of authority and
responsibility within an organization.
It deals with the issues of ;

SPAN OF CONTROL
Deals with how many subordinates each manager oversees.

COMMUNICATION
Deals of the flow of information and making sure that information reaches the
appropriate level of management on time.

REPORTING RELATIONSHIPS
Deals with how authority flows through the top to how employees report to their
managers.
HORIZONTAL
DIFFERENTIATION
Horizontal DIVISION OF LABOUR
differentiation Deals with breaking down of complex tasks
refers to the into smaller components and assigning
division of them to specialized units
labour and
specialization CONFLICT RESOLUTION
of tasks There may be conflict between different
across departments. They address conflict with
effective mechanisms such as negotiation.
different
departments COORDINATION
within an Deals with collaboration among different
organization. departments or units to ensure that
They deal activities align with the objectives of the
with the organization.
LIZATION OBJECTIVES OF
BUSINESSES
Maintaining control
Simplifying operational processes
Grouping specialized activities
together
Departmentalization These departments
is an organizational have their own Increasing overall efficiency
structure that leadership and work Ensuring responsibility and
separates people into together to complete
groups, or tasks. accountability
departments, based
on a particular set of
criteria.
TYPES OF DEPARTMENTALIZATION
• Function • Product • Customer

• Organizations that form • Some companies with more than • If a company has a particular
departments by function one product may sort their customer that gives them a lot of
separate employees based on the departments by the item that business, they can create a
type or subject of work they teams work on. For example, an department specifically for that
perform. This allows ice cream company may have customer. For example, if a
professionals with similar areas separate departments for their canned beans production
of expertise to communicate and popsicles, ice cream sandwiches company sells to five major
collaborate with each other. and take-home ice cream cartons. grocery stores, they may have a
Three common types of function Larger companies often have department for each store. This is
departments are production, more products, so they're more a common type of organizational
marketing and finance. likely to use this type of structure for contracting and
departmentalization. some production companies.
 • Matrix:
TYPES OF A matrix, or project,
DEPARTMENTALIZATION departmentalization structure
Location: combines aspects of both the division
and multiple models. There are large
Location departmentalization
departments that create smaller
creates groups based on a departments based on projects.
general geographical area. This These project departments then form
smaller, identical departments based
area can either be the location
on a project's need. For example, a
of the company or of their soda company creates a department
clients. For example, a for marketing, which creates smaller
departments for each of the
telemarketing company can
company's main sodas. These soda
make departments depending projects all have other identical
on which state their departments that help them create
marketing campaigns.
LINE & STAFF POSITIONS /
DEPARTMENTS

Line Positions: These Department: Departments

In management, Staff Positions: These roles
are directly involved in are units within an
line and staff provide support, advice, and
the core activities of the organization responsible for
positions refer to expertise to the line positions.
organization, such as specific functions or
different roles They do not have direct
production, sales, or activities, such as
within an authority over core activities
customer service. Line marketing, finance,
organization: but play a crucial role in
positions have the operations, and human
assisting line managers to resources. Each
authority to make
make informed decisions and department typically
decisions and are
achieve objectives. Staff consists of both line and
responsible for
positions may include human staff positions working
achieving the
resources specialists, financial together to achieve the
organization's goals.
analysts, and legal advisors. departmental goals and
Examples include
production supervisors, contribute to the overall
sales managers, and success of the organization.
customer service
representatives.
Organization Communic Coordinati Collaborat Alignment Systems Culture:
al integration ation: on: ion: : Aligning and Fostering a
refers to the
Ensuring Coordinatin Encouragin individual Processes cohesive
process of
aligning open and g activities, g goals and : organizatio
various parts effective processes, collaboratio objectives Establishin nal culture
of an communica and n and with the g that
organization tion resources teamwork overall integrated promotes
to work channels across among strategic systems, unity,
together
harmoniously
throughout different individuals direction processes, mutual
towards the parts of the and and goals and respect,
common organizatio organizatio department of the procedures trust, and a
goals and n to n to avoid s to organizatio that shared
objectives. It facilitate duplication leverage n to ensure facilitate sense of
involves
the flow of of efforts, diverse that seamless purpose
creating
cohesion and information optimize skills, everyone is interaction among
synergy , ideas, and resource knowledge, working and employees.
among feedback allocation, and towards a workflow
different across and perspective common between
departments, different enhance s towards purpose. different
functions,
levels and efficiency. achieving parts of the
processes,
To Ro u n d I t U p We C a n S a y ,
O rg a n i z a t i o n a l I n t e g r a t i o n I s E s s e n t i a l Fo r E n h a n c i n g
O rg a n i z a t i o n a l E ff e c t i v e n e s s , Ad a p t a b i l i t y , A n d
C o m p e t i t i v e n e s s I n A D y n a m i c B u s i n e s s E n v i ro n m e n t . I t
H e l p s B re a k D o w n S i l o s , I m p ro v e D e c i s i o n - m a k i n g , A n d
E n a b l e s T h e O rg a n i z a t i o n To Re s p o n d M o re E ff e c t i v e l y
To C h a n g e s A n d C h a l l e n g e s .