2.

4 ORGANIZATIONAL STRUCTURE
The organizational structure can be defined as the design through which the company
is managed (CHANDLER, 1962). It has three basic functions: making products
organizational goals and achieve organizational goals; minimize or regulate the
influence of variations of individuals in the organization; and represent the context in
which power is exercised, decisions are made and activities are carried out (Hall,
1984).  In this context, BPO appears as a managerial approach dependent on a
restructuring that reviews the organization in favor of its processes, teams and results,
taking as the core of the coordinated management of the activities carried out by the
company - in particular, those that must be developed by different departments. For
that, they are created teams, with professionals formally represented in the
organization chart, responsible for manage interdepartmental processes and projects,
as well as propose improvements. From this perspective, the organization is seen as a
series of functional processes interconnected, in which policies and direction are
defined by top management, although the authority to examine, challenge and change
working methods is delegated to teams cross-functional workplaces. The concern with
the organizational structure turns to the facilitating the integration of activity flows
between different areas, which demands and implements changes in human resources
policies, making employees start to have a bigger participation in the final result
(DeTORO; MCCABE, 1997; GONÇALVES, 2000b) ==
The organizational environment is the set of forces, trends and institutions -
external and internal - of an organization. He is able to influence the
performance of the company as a whole.