Analysis of Organizational Structures

Paper Summary:

This paper reviews and analyzes three fairly new organizational structures. These three structures are the team based structure, the matrix and the project based structure. According to this paper, these new organizational structures place great emphasis on the role of the employee and the ability of the employee to complete the required tasks in the manner desired.

Outline:
Introduction
Background
Conclusion

From the Paper:

"Matrix based structures also create high levels of stress in the workforce. Occupational stress is a perceived imbalance between occupational demands and the individual's ability to perform when the consequences of failure are significant. Personal behavior and habits also greatly impact the stress patterns that people experience and this can impact the interaction that is needed in the type of reporting needed for the matrix structure.
In a project type of organization structure, most of the tasks are one of a kind job or at least have some level of uniqueness attached to them. They generally have a fixed time frame and budget within which these tasks have to be completed. For example, a construction company might have different project teams for each building being constructed or facility or a pharmaceutical company might consider each product manufactured an individual project. The project-based structure also promotes a leaner and flatter form of organizational makeup. Flatter organizational structures haves fewer levels within the organization. As a result, the have a shorter chain of command or levels within the organizational structure."

Sample of Sources Used:

• Chandler, Alfred Dupont. (1962). Strategy and structure: chapters in the history of the industrial enterprise. Cambridge,: M.I.T. Press.
• Farrell, Michael. (2002). Financial engineering in project management. Project Management Journal., 33, 1, 27-37
• Fritz, Robert. (1996). Corporate Tides: The Inescapable Laws of Organizational Structure. San Francisco: Berrett-Koehler Publishers.
• Gillard, Sharlett. (2004). IT Project Management: A Conceptual View. Journal of American Academy of Business, 5, 1/2, 381-384
• Harmon-Jones, E., & Mills, J. (1999). Cognitive Dissonance Progress on a Pivotal Theory in Social Psychology. Washington, D.C.: Braun Brumfield, Inc.

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