Organisational structures and roles
Introduction: the nature and purpose of organisational structure
Strukture refers to the formal pattern of relationship between people in organisations. Itexpresses the ways in which people relate to each other in order to achieve organisationalobjectives. ONeills (1994, p.109) definition captures the main features of structure andshows its relationship with the concept of role: structure embodies a formal description of roles, authority, relationship and fositions within theorganisation.everard and morris (1996, p.x) also demonstrate the links between structureand roles: An organisations structure embraces the organisation chart, the commitees, thedepartments, the roles, [and] the hierarchical levels and authority.Structure is often represented by diagrams or charts which show the authorisedpatternof relationship between members of the organisations. However, there is a tensionbetween the focus on structure and the individual charactristics which people bring to theirworkplaces. If structureis regarded as a framework for individual role holders, it must alsoreflect the perspectives of these individuals. As lumby (2011,p.82) suggests, the veryconcept of an organisational structure is froblematic, as the organisation is a theoreticalconcept which existes in reality only as a set of buildings and people whatever thestructure on paper, the reality will be a maelstrom of lossely connected beliefs andactivities. Despite this recognition of the importance, and variability, of individuals, allorganisations have some form of structure which is recognisable and frovides theframework for organisational activity. Lumby (2001,p.83) extends the notion of structure toembrace the external environment which interacts with the organisation and may enable orconstrain its activities.Mullins (1989, p.113) stresses that structure provides a means of improvingorganisational The economic and effcient performance of the organisation.1.
Monitoring the activities of the organisation.2.
Accountability for areas of work undertaken by groups and individuals.3.
Co-ordination of different parts of the organisation.