Organisational Structure and Design

According to Andrews and Herschel (1996:131), Every organizational system has a structure that, serves 3 fundamental functions. First, it assists to produce organizational output and to attain organizational objectives. Second, structure helps to lessen or a minimum of manage the influence of individual variations on the business. Last but not least, structures are enforced to ensure that individuals comply with the requirements of business and not vice versa. According to Hill and James(1989:223), technique can only be executed through organizational structure. Collaborates diverse organizational tasks.

Organizational structure is especially important for choice making. The organizational structure is especially important for communication. A clear structure makes it simpler to see which part of business does what.

Organizational design is engaged when managers establish or alter a company’s structure.

Organizational Design is a process that involves decisions about the following six key elements: (1) Work specialization, (2) Departmentalization, (3) Chain of command, (4) Span of control, (5) Centralization and decentralization, (6) Formalization

There is no best organization structure, rather what suites the organization’s situation is what’s best for the organization.

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Every organization structure has its own strengths and weaknesses which addresses the requirements of the different organizations. Environmental changes of an organization such as Government(e.g Fiji) and advancement in technology will impact greatly what Organizational Structures of the future is going to be. Drucker (1992:95) and Peters (1992:103) both agree that tomorrow’s enterprises are going to be flatter, less hierarchical and more decentralized.

Benton and Lloyd (1992:116) see that in the future the key challenge for any enterprise as being able to keep the responsibility at the top while effectively delegating authority for action further down.

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Organisational Structure and Design. (2017, Jan 24). Retrieved from

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