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Organizational Structure Impacts Communication Style by Steve Adubato, PhD There is an ongoing debate as to what type of organizational structure promotes open and healthy communication. Some say a clear hierarchy with a direct chain of command limits confusion by knowing exactly who is in charge.
Others say a flat organizational structure with few lines of authority with a CEO having direct communication with virtually all employees promotes a free flow of ideas and information. Fact is, there is no one organizational structure that works best in every situation.
Lots of variables matter. However, if communicating the right information to the right people at the right time is your goal, here are some points to consider: The strict hierarchy with a tight chain of command probably works best in a military-like situation, particularly in wartime. In such an intense environment, it is essential that you know exactly who has the final authority to make a decision.
Communicating and debating options when under enemy fire or in a police situation has limited value. It can also create organizational paralysis. With a strict hierarchy, even if you disagree with the decision of the person you are reporting to, you have no other option unless you quit.
This same structure can be problematic in terms of open communication and information sharing in an organization that thrives on creativity, imagination and risk-taking.
Consider advertising, where a campaign must be developed to communicate a compelling message to a target audience in a crowded environment.
In this instance, the flatter organization model with very few lines of authority makes more sense.
Everyone in the organization is offering his or her ideas without fear of reprisal. Flat organizations promote more open communication, but can also create chaos. If not, the risk of information overload is great. Further, the CEO has little ability to strategically determine what is most important to focus his or her limited time or attention on.
This will result in lost productivity and missed opportunities. Regardless of the organizational structure, who the gatekeeper is matters a great deal. In the extreme, these gatekeepers can demoralize team members who feel they have little or no opportunity to communicate with the person at the top.
Organizational charts can be valuable, but they can also be restricting and demoralizing. At best, these charts should represent a loose, but always dynamic, visualization of who reports to whom. But when people start to feel confined by the box they are put in and the layers of boxes and lines above them, organizational charts are a negative force.An organizational structure defines how activities such as task allocation, coordination and supervision are directed toward the achievement of organizational aims.
Organizations need to be efficient, flexible, innovative and caring in order to achieve a sustainable competitive advantage.
Organizational structure can also be considered as the viewing glass or perspective through which. Every business needs established communication lines and processes so 1 The Structure & Lines of Communication in an Organization; 2 Organizational Structure.
AC See if suitable for staff, if not then recycle Ask all staff to order personal goods home instead of work Request other businesses and organisations you trade with not to sell on details of the business Return to sender If you get junk mail with a return address on the envelope, you should: Write “unsolicited mail, return to sender” on the envelope.
1. Job title. The first fundamental element of the job description is the job title. A good job title will have the following qualities: It accurately reflects the nature of the job and the duties being performed.
I can understand the main points of clear standard speech on familiar matters regularly encountered in work, school, leisure, etc. I can understand the main point of many radio or TV programmes on current affairs or topics of personal or professional interest when the delivery is relatively slow and clear.
Strictly speaking, matrix management, which was "introduced in the s in the context of competition" is the practice of managing individuals with more than one reporting line (in a matrix organization structure), but it is also commonly used to describe managing cross functional, cross business group and other forms of working that cross the traditional vertical business units – often.