The Organizational Structure The organizational structure may or may not correspond with facts, developing in operational action.

Such deviation reduces performance, especially when growing. For example, an incorrect organizational structure may obstruct cooperation and thus impede the completion of orders in due time and within limits of resources and proposed budgets. In practical terms, organizational structures should adapt to process requirements, with the aim of optimizing performance and output. Types of Organizational Structures A. Pre-bureaucratic. This type of organizational structure lack specialization of tasks. This is usually found in small organizations and is best suited to solve simple tasks. The structure is completely centralized. The leader makes all the pertinent decisions and most communication is accomplished by face to face conversation. It is predominantly useful for emerging businesses as it enables the founder to control growth and development. B. Bureaucratic. This type of organizational structure has a certain degree of standardization and specialization. It is best suited for more complex or large scale organizations, usually adopting a tall (vertical structure). It is characterized by: 1) Formality of Structure. A rigid, formal hierarchy is the general basis of central planning and centralized decision making. 2) Management by Rules. Management by rules permit decisions made at higher levels of management to be executed with some degree of consistency and control. 3) High Degree of Specialization. Each department has a clearly defined function. Within the department, the staff is divided into groups of specialists responsible for doing a single type of work. 4) Clearly Defined Objective. The organization has a clearly defined mission or goal. If the primary goal of a particular government agency is to control or restrict the issue of new licenses for mining contracts, then the mission is described as "in-focused." 5) Impersonality. The idea is to treat all employees equally and customers equally, and not be influenced by individual differences. 6) Employment Based on Merit. There may also be protection from arbitrary dismissal). 7) Predictability. Regardless of circumstances, the actions of a bureaucratic organization should be predictable because its operations are managed by strict and rigid rules. C. Post-Bureaucratic. This is an emerging type of organizational structure. This is refined characterization of Webers bureaucratic model of organization. Hierarchies still exist; authority is pragmatic and partially centralized; and the organization is still rule bound. There is a pragmatic shift from the organizational structure to organizational culture. In some cases, the post-bureaucratic organization is a network rather than a hierarchy, open at the boundaries. Decision making may be partially decentralized as there is emphasis on horizontal cooperation. In some cases, managers participate in decision-making processes that promote employee empowerment and cooperation. Unlike Weber bureaucratic model, the post-bureaucratic model is more open and dynamic.

Organizational Models A. The Hierarchy-Community Phenotype Model of Organizational Structure. This model emphasizes community development, democratic procedures, voluntary cooperation, selfhelp, development of indigenous leadership, and member education. In essence, its primary aim is to improve conditions of economic and social progress for the whole community with its active participations and the fullest possible reliance on the communitys initiative.

In practical terms, it generally reduces tensions between contending or antagonistic parties, and increases participation and local leadership.