Control And Information Systems

Introduction

Structures in an organization are internal distinction and imitation of affiliation, the starting points for systematizing that involves spans of accountability, roles, hierarchical stages, and positions as mechanisms unto which issues are solved and integrated. Andrade (2016) affirms that structures of an organization are the representatives of the relationships among various roles played by departments within the company. It confirms that the frameworks of an organization are not inevitably concentrated on any unambiguous feature, but rather, more expected to possess different dimensions. An effective structure in an organization impact on organization performance by defining its formalization, the roles and responsibilities, has integrated forms of control or leadership and also a well embedded information system within the structure would promote the performance of the organization.

Effective Organization Structure for Organizational Performance

Cameron and Whetten (2013) defines an organization structure as an approach in which units within the organizations are inter-linked and clustered. It framework points out how juniors report to their superiors, how positions and roles are delegated and shared, and outlines the stages of hierarchical stages as well as the intervals of liability. Mowday et al. (2013) attest that it promotes coordination of the functions the employees engage in. There exist several organizational structures which include functional, line, matrix and product organizational frameworks. A significant advantage of a productive organizational framework is that it has the capability to minimize differences between the subordinates regarding the functions within the organization. Effective organizational structures make up the various departments providing the organization with a shape unto which to operate thus promoting its success in the business surrounding.

Choudhary et al. (2013) argues that structures of an organization are basically formal frameworks of reporting and connecting tasks supposedly meant to be coordinated, controlled and motivate the workers so that they participate in attaining organization’s objectives. So an organizational framework that formally divides, group, harmonizes, and distinguishing measures to an extent the company can apply principles and procedures to prescribe characters resourceful for business operations. Bolman and Deal (2017) confirms that the nature of formalization is the pitch to which the employees are laid out with principles and processes that bereave versus stimulating creativity, learning, and independent work. So, an organization structure that is created on high formalization must possess standards, rules, boldness and resilience required for the internal modernization of the organization.

Goetsch and Davis (2014) claim that an effective structure in an organization is purported to define the roles and responsibilities of each individual within the enterprise. For example, workers in an organization are aware of their roles and are required to per take on projects and exalt what is anticipated of them. Individuals may include interested customers, active sponsors and management shareholders. Focusing on active sponsors, they are needed to engage in functions that require quality assurance as well as champion the projects an organization is undertaking. Thus an organization structure plays a vital role in defining each stakeholder of the company and their roles aiding in project completion and achievement of the objectives. Bolman and Deal (2017) provides instances where the structure of an organization may get in the way of the roles and responsibilities of the people within the organization. However, it can be a lesser issue since, to some magnitude; the structure can be remodeled, which can be even more effective if it can be remodeled on a frequent basis. Therefore, an effective structure should possess definite roles and responsibilities to avoid a case where employees clash for fewer responsibilities and avoid complex projects, deterring the attainment of the organizations objective and performance.

Maduenyi et al. (2015) depict that structures of an organization have control measures, which are cycles that function under three levels; target setting, monitoring as well as feedback. Control in structures of organization contains standards, internal procedures, and rules. According to Noruzy et al. (2013) a structure of an organization that upholds autocratic or democratic controls, either by focusing the power at one point or delegate powers to other departments, either way the outcomes of structure as well as those of performance are positively attained due to a stable environment within an dynamic ambience. Thus the development and enforcement of performance is controlled to other lower levels within the organization as well as behavioral ordinance promoting decision making as well as heighten the certainty of performance within the organization.

Andrade (2016) argues that a heightened performance of an organization can be achieved through a relationship of an effective organizational structure with information processing necessities. The information process ensures that individuals working in the organization have the capacity to acquire neither less nor more of incorrect information. It means that the surge of info is crucial to a company’s achievements. Therefore, an organizational framework designed in a way to make sure that the departments and the people working in them possess lines of accessing information and communicating that are developed within the same framework. Noruzy et al. (2013) agrees that organization structure mold performance in an organization that has embedded effective communication among the departments. Needless to say, information that develops good performers must be ingrained within the design of the structure. Therefore, a structure with effective communication strategies promotes efficiency and effectiveness of the management of the organization.

Conclusion

An effective structure within an organization communicates on how productive the functions and the processes are undertaken within the company. It also affects how things are carried out as well as how willing or unwilling the personnel are within the organization. The structure further defines the roles and responsibilities of the personnel within the organization, thus defining the acquisition and carrying out of the projects to promote achievement of the company’s objectives. In addition, a compelling structure defines the forms of leadership meant to affect each person and how they contend to accomplish the organization’s goals. Finally, a productive framework has formalizing measures meant to report, connect tasks, coordinate, control and motivate the workers towards accomplishing the organization’s objectives.

Dig deeper into Contract Law Matters For Joshua with our selection of articles.

References List

• Andrade, M.S., 2016. Effective organizational structures and processes: addressing issues of change. New directions for higher education, 2016(173), pp.31-42.
• Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
• Cameron, K.S. and Whetten, D.A. eds., 2013. Organizational effectiveness: A comparison of multiple models. Academic Press. pp. 1-6
• Carley, K.M. and Prietula, M.J., 2014. The" virtual design team": Simulating how organization structure and information processing tools affect team performance. In Computational organization theory (pp. 19-36). Psychology Press.
• Choudhary, A.I., Akhtar, S.A. and Zaheer, A., 2013. Impact of transformational and servant leadership on organizational performance: A comparative analysis. Journal of business ethics, 116(2), pp.433-440.
• Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson. pp. 1-34
• Maduenyi, S., Oke, A.O., Fadeyi, O. and Ajagbe, A.M., 2015. Impact of Organisational Structure on Organisational Performance. pp. 354-358
• Mowday, R. T., Porter, L. W. and Steers, R. M., 2013. Employee-Organizational Linkage: The Psychology of Commitment, absenteeism, and Turnover. Academic Press.
• Noruzy, A., Dalfard, V.M., Azhdari, B., Nazari-Shirkouhi, S. and Rezazadeh, A., 2013. Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: an empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 64(5-8), pp.1073-1085.