Sample Essay on Structural Configuration and its Influence in the Coordination and Collaboration of Activities within an Organization

Structural Configuration and its Influence in the Coordination and Collaboration of Activities within an Organization

There are only two forms of structural configuration that is divisional structure and departmentalization by product. Expansion of product lines which is normally referred to as product diversification leads to the growth of an organization (Baack, Reilly & Minnick, 2014). In this cases, all the activities relating to particular a product or service are placed under one department. Each department is overseen by an executive or a senior manager(Drucker, 2012).

            The departmentalization by product matches divisional structure configuration. The similarities arise from setting up of autonomous or independent units or departments whereby all the activities relating to a particular product or service are left under the management of an executive or senior management (Drucker, 2012). This is brought about by the expansion in the line of products in a company which requires setting up of a formal structure to facilitate efficiency in management (Baack, Reilly & Minnick, 2014). The management of these departments is coordinated from the central headquarters of a company.

The functional structure of an organization has a high similarity with a simple structure. They both aim at establishing a formal system through which tasks can be performed in an organization (Baack, Reilly & Minnick, 2014). They both play a key role in facilitating coordination and collaboration within an organization that lead to the achievement of the goals and objectives set up by the organization.

Divisional structure and departmentalization by product have high similarity since they intend to put up all the activities relating to a product or service in set of units known as departments (Baack, Reilly & Minnick, 2014). Each department is managed by an executive. The various departments or product lines are coordinated from the central headquarters of a company.

Both machine bureaucracy and centralized machine structure involve managing a company or organization by a central authority. The process of making decisions within such a company is highly formalized and normally follows a chain of command (Baack, Reilly & Minnick, 2014). Such organizations are less flexible in terms of operations and find it hard to adapt to changes in their environment of operation.

Organizations with structures that have professional bureaucracy and decentralized organic structure are normally run by professionals that are highly skilled in their areas of specializations. Such organizations have high flexibility and adaptability. They are able to adapt very quickly to the change in their environment or circumstances. The employees working in such organizations can exercise professional judgement since there is no chain of command (Baack, Reilly & Minnick, 2014).

References

Baack, D., Reilly, M. & Minnick, C. (2014). The Five Functions of Effective Management,

            2nd Edition.Bridgepoint Education, Inc.

Drucker, P. (2012). Management.Routledge.