Organizational Structure Vs Informal Analysis

Introduction

Organizational structure has long been as a mechanism through the coordination and control of activities(Child, 1977; Weber, 1946; Burns & Stalker, 1961; Mintzberg, 1979), and the style of management. on the other hand the management of organizational culture, has more recently been described as a mechanism that directs behavior through shared values, norms, and goals (Pfeffer, 1981; Louis 1985; Schein, 1985; Weick, 1987; Denison, 1990; Chatman & Jehn, 1994).there are different types of structure ,functional ,product, and service , and geography structure.

In this essay first will define the organizational structure and discuss some problems and challenges of keeping businesses structure less . second, will explain the meaning

organization chart ( set out on paper) agreed and written down, example explaining different jobs and roles in organization and not saying anything about the individual

Informal structure : Informal organizational structure is formed by the employees to get psychological satisfaction. Informal organizational structure does not follow any fixed path of flow of authority or communication. not written down on the organizational chart ( not set out on papers) its more about the relationships of individual ,it is more difficult because human elements example respect , commitment , trust play a role .

There are many Advantages of Formal Organization:

- Systematic Working:

Formal organization structure results in systematic and smooth functioning of an organization.

- Achievement of Organizational Objectives:

Formal organizational structure is established to achieve organizational objectives.

- No Overlapping of

However they do it in different ways. Organizational culture is an important factor of organizational behavior, as it directs the way people behave in an organization by operating from within, values, norms, and attitudes according to which organization members guide themselves in everyday actions in the organization. On the other hand, organizational structure is an important factor which influences people’s behavior from the outside, through formal limitations set by division of labor, authority distribution, grouping of units, and coordination. Therefore one’s behavior in an organization is the result of the impact of its culture and structure, as well as the influence of other factors. Therefore studying the mutual impact of organizational culture and structure is important for understanding of the behavior of an organization’s members. As( Hofsted culture in IBM survey ).

Toyota enacts its production system with the help of its human resource strategies, culture, and structure. From the human resource perspective, they have employment stability, high investment in training and development, and internal promotions, all promoting a sense of employee ownership of the process. On the culture side, an emphasis on learning and modesty when it comes to evaluating past successes differentiates them from competitors.