Journal Article (total 2 papers)

Definition

All organizations operate using different structures based on the nature of their operations. These structures make it more effective and efficient based on the manner of implementation. There are four main organizational structures where the most commonly used structure is known as a functional structure. Under this structure, an organization is divided into various units based on the functionality of the group. The groups can be subdivided based on a number of factors such as production, sales and marketing.

Summary

The article by (Ashkenas, Ulrich, Jick & Kerr, 2015), offers a good outlook on the main advantages and disadvantages of using the functional organization structure. The article compares these advantages with the other commonly used structure; the divisional structure, which, according to the journal, is commonly adopted by the multinationals. Besides the advantages and disadvantages discussed, it is important to highlight that the author is attempting to find flexibility in organizational structure whereby he is looking for the possibility of overcoming the rigidity of barriers created by organizational structures. The author defines the ideal company as the boundaryless organization that should not be defined or segmented by a specific organizational structure. He defines the company as one organized in the best way to suit its operations in the most effective and efficient way. Also, to perform any operation management skills are required in any organization. This will help the organization to reduce the cost of the project.

Discussion

This paper highlights both strengths and weaknesses of the two structures, giving the readers an opportunity to decide themselves, which is the best strategy to adopt based on the arguments. I chose to discuss the functional structure since it appears to carry more weight with regard to a more balanced and flexible strategy that cuts across the variations in company objectives and operations. One of the main advantages is the cost-effectiveness of having groups that are tasked with similar responsibilities. The alternative divisional structure requires experts in a given field to be spread across all the divisions, and a form of redundancy may occur. It is also more effective in terms of maximizing output from the staff if they are grouped together to work as a team with the management that is overseeing the group coming from the same class of expertise. The arguments presented in the paper are quite accurate, and I tend to agree with most of the arguments, and moreover, the act of leaving the conclusion to the reader makes it even the more informative and freer from bias. Besides the neutral opinion being left for the reader, I was elevated to a new realization from the author’s perspective of rising beyond the shackles that define and put a constraint on an organization. These views channel the optimization of an organization’s operations through the use of unique structures that suit their company as a unit rather than the application of general structures that force the company into a shape defined by the structure, whether it is functional or divisional, as defined by the theorists who came up with the ideas. This aspect of the study reveals an innovative attribute about the authors mindset and his ability to overcome glass ceilings created by existent infrastructure. The aspects of reducing the cost will help the organization grow better.

References

Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2015). The Boundaryless Organization.: Breaking the Chains of Organizational Structure. John Wiley & Sons.