Organisational structure
Jump to navigation
Jump to search
Back to Action fields - Corporate futuring
Welcome to the Organisational structure page
Description
What is organisational structure?
| An organisation’s structure is often understood as the formal hierarchy of functionally based reporting relations among people as shown on the typical organisation charts. In our definition, structure emerges from stable forms of communication, or mechanisms, which permit the parts of an organisation to operate together as a whole. These parts can be the various roles that people adopt in an organisation and the units that they form, such as teams, departments or business units. Roles and units are resourced by all kinds of materials, tools and technologies. In other words, stable relations that allow people and other resources to operate together as a totality define structure. The organisation's structure is thus viewed as a network of stable 'real life' on-going communications, or organisational processes, and not as static formal reporting relations. Objects, such as communication devices or information systems, thus constitute an organisation’s structure. This point suggests the relevance of understanding both the contribution of technology and other resources to organisational processes and the influence of structure in the design of communication and information systems.
|
.
Thinking about the concept
A visual thesaurus search is always an excellent starting point to discuss a concept definition:
| Thesaurus - ENG |
|---|
| Thesaurus - Synonyms, Antonyms, and Related Words (freethesaurus.com) |
.
.
Relations of Organisational structure within Corporate futuring (and Organisational futuring)
There exists a close vertical relationship within Corporate futuring:
- Outer focus: Business model
- Other focus: Organisationa structure
- Inner focus: Appreciation
On the Other focus level, a close relationship exists with:
Corporate futuring and Organisational futuring intertwine, on the Other focus level, through:
In concrete terms, this means:
- The trio - 'Appreciation', 'Organisational structure' and 'Business model' - is inextricably linked.
- Your 'Organisational structure' contributes substantially to 'Operational management' and 'Ethical decision making'.
- To realise your 'Operational structure' through 'Ethical decision making', you need 'Talent development'. Even so, to be succesfull in your 'Operational management', you need the right 'HR management'.
.
.
Questions we can ask ourselves when contemplating our Organisational structure
- Is our 'Organisational structure' based on 'Appreciation'?
- Is our 'Organisational structure 'robust enough to generate a viable 'Business model'?
- Is our 'Organisational structure' keen enough to support 'Operational management'?
- Is our 'Organisational structure' a collider or a mediator between our 'Business model' and the 'Appreciation' for our employees?
- Is our 'Organisational structure' a collider or a mediator beween our 'Ethical decision making' and our 'Operational management'?