Professional Documents
Culture Documents
DEPARTMENT OF MANAGEMENT
JUNE, 2017
First of all thanks to our almighty Allah, for his indescribable gift and kindness. I
would like to express my greatest and gratitude to my adviso Ahmed MBA) for
continuous Advise and suggestion. Heracademic insight and constructive reflection
have been very helpful .I would like to express our great thank to those individual
who contribute to the completion of this study. As last but not least, I would like to
thank my friends for this supports
Contents
1. INTRODCTION...........................................................................................................................5
1.1BACKGROUND OF THE ORGINAZTION..............................................................................5
1.2 Background of the Study.............................................................................................................6
1.3 statement of the problem.............................................................................................................7
1.4 Research questions......................................................................................................................7
1.5 Objective of the study.................................................................................................................7
1.5.1 General objective.....................................................................................................................7
1.5.2 Specific objectives...................................................................................................................8
1.6 Significance of the study.............................................................................................................8
1.7 Limitations of the study..............................................................................................................8
1.8 Scope of the study.......................................................................................................................8
2. Review of related literature.......................................................................................................9
2.1 Bank ground of TWWCE............................................................................................................9
2.1.1 Meaning of organizational structure........................................................................................9
2.1.2 Concepts of organizational structure......................................................................................10
2.1.3 Essential features of good organizational structure...............................................................11
2.2 basic element of organizational structure..................................................................................12
2.2.1 Chain of command.................................................................................................................12
2.2.2 Departmentalization...............................................................................................................13
2.2.3 Formalization.........................................................................................................................14
2.2.4 Span of control or span of management.................................................................................14
2.2.5 Work specialization................................................................................................................15
2.2 6 centralization/ decentralization..............................................................................................16
2.3 purpose of organizational structure...........................................................................................16
2.3.1 Benefits of organizational structure.......................................................................................17
2.3.2 Objective of organization structure........................................................................................18
2.4 Extremes of organizational structure.....................................................................................18
2.5 factors influencing organizational structure..............................................................................19
2.6 classification model of organizational structure.......................................................................20
2.6.1 Bureaucratic model................................................................................................................20
2.6.2 Scientific management model................................................................................................21
3. METHODS AND PROCEDURES.............................................................................................22
3.1 Research design.........................................................................................................................22
3.2 Description of the study area.....................................................................................................22
3.3 Population sample size and sampling techniques.....................................................................23
3.4 Types of data collection............................................................................................................23
3.5 Procedure...................................................................................................................................23
3.6 Method of Data analysis and Presentation................................................................................23
4. Chapter Four............................................................................................................................24
Data presentation, analysis and interpretation.............................................................................24
4.1 Introduction...........................................................................................................................24
Table 4.1 Respondent’s profile....................................................................................................24
4.2 Formation of organizational structure...................................................................................26
Table 4.2 Conformity of organizational structure.......................................................................27
4.3 Integration of organizational structure..................................................................................29
Table 4.3 integration of organizational structure........................................................................29
4.4 Employees communication in the organizational structure...................................................31
CHAPTER FIVE.........................................................................................................................35
Summary, conclusion and Recommendations.............................................................................35
5.1 The major finding of the study is summarized as follows:-..................................................35
5.2 Conclusions...........................................................................................................................37
5.3 Recommendations.................................................................................................................37
LIST OF TABLE
In this research the researcher try to deals with the assessment of organizational structure in the
DDWSSA. theobjective of the study was also to asses organizational structure and its impact
on performance . the company employee participated in decision making destining and
redesigning was low . Whetheritsstructureeffective or not in the organization . there are many
problems that face the organization to success in its performance . among which design
problem, of its project shortage of well educated engineers and project not finished in the
schedule time . thetargetpopulation of the study was the employees of the TWWCE organization
and interview from top management and some employees in the company . as ample size of 48
of 260 employees was taken. The relevant data was taken collected through survey questioner
and interview by simple random sampling techniques to give equal chance of to employees.
Major finding revealed that the problems of employees limited in involvement of decision
making process designing and redesigning of organizational structure which have negative
influence in the performance .
Based on the majority of employees the researcher point out that participation of employees in the
designing and redesigning of organizational structure.
Chapter one
1. INTRODCTION
1.1BACKGROUND OF DDSSA
It is construct big project through the region and to give supply indirectly for the neighboring
region.
VISSION
A spire to see that the people has a health and free from poverty by 2017 E.C. through
supplying adequate safe and clean water in sustainable and fair distribution
MISSION
Through intensive but sustainable, development and better management water resource
and schemes targeting to meet the demands of clean water for drinking and irrigation with
equity to everyone in the region.
VALUES
Water is life
The custemer is king
Equitable water distribution
Honesty to production and cantry
Organizational structure defines how activity such as collection, coordination and supervision are
directed toward the achievement of organizational aim (internet).
Organizational structure refers to how job task are formally divided and coordinated. It tells how
specialized and non- specialized task are performed. the frame work of the organization the
structure were in the job of each every person defined described and coordinated to achieved the
organization goal (Robbins ,2000). Organizational is a stable frame work that depicts how the
human and non-human elements in it arranged and grouped. It is based on organizational mission,
goal and objectives. The number, diversify and complexity an organization goal should play an
important role in decision about how it should be structured. Non-human element includes
position, job duties, line of authority, formal pattern of activity and relationship that connect the
various consistent part of the structure such as hierarchal level, division department etc. (gales
2003.)Dirre dawa water supply and sanition Athority is one of the leading and responsible for all
water related construction in the region. The water related product is mainly give services for the
community with the future plane of the art construction facility to gather with the technologically
standardized. The fundamental restructure to enterprise management system can be turning point
for the overall success the company. On the other hand the growing demand construction leads
the company develops its efficiency in all aspect. In this regard starting from using the latest
technology machine system to construct will equipped construction many efforts have be done?
Tigray water works construction enterprise provides adequate supply irrigation structure broad
and
Housing both in terms of quality and quantity to local as well as all over the region. In order to
achieve this goal, they incorporate technology to provide solution for their community needs. All
this are must be cosine organizational structure to the enterprise. Hence the researcher will focus
on on the enterprise performance. To conduct this study the researcher will use qualitative,
quantitative descriptive ways of analysis. The main purpose or motive of this study is to conduct
the research, the researcher to develop greater awareness of organizational structure, their impact
organizational effectiveness to offer a possible alternative to Tigray water works construction
enterprise of organizational structure. due to the extent to which the assessment of organizational
structure and factor affecting organizational performance
The coordination that exists between the departments directly affects the performance of the
overall activity. In Ethiopia, due to many reasons such as limited skill or poor knowledge about
organizational structure performance and other reasons less attention is given for many aspects of
organizational structure function in many government as well as private organizations.
The dirre dawa watersupply sanition Athorty enterprise confronts problems regarding effectives
which are attributed to the following factors. The first problem is clarity of overall structure of the
organization, second the organization also have multiply departments that performs similar
activity. Third, the communication problem the top management and employees in the
organizations structure.
So, that the focus of the researcher will be aimed to identify the problem of organizational
structure of Dirre dawa water supply and sanition Athority works construction enterprise
concerning organizational structure and also assess the effectiveness and efficiency of the
organization.
It has serve as bases for other researchers who study on the related topics. The research paper may
contribute to the Dire Dawa water supply works construction enterprise understanding about
organizational structure and its impacts on performance of the company.
1.7 Limitations of the study
In conducting the study the researcher faced some constraints like shortage of time and shortage
of financial, skill or knowledge and etc.
Robbins cited in Mishra (2003:361), stated organizational stricter refers to how job risks are
formally divided grouped and coordinated. It tells how specialized and non-specialized tasks are
performed. The frame work of an organizational is the structure, where are performed. The farm
work of an organizational is the structure, where in the job of each and every person is defined,
described and coordinated to achieve the organizational goals.
The control, command division of work and placement of jobs are considered under the
organizational structure.
In other sense, “structure is the architecture of business competence, leadership, talent, functional
relationships and arrangement” identified structure as the basis for organizing to include
hierarchical levels and span of responsibility, roles and position, or mechanisms for integration
and problem solving (Wolf, 2002).
Structure defined as the relatively enduing allocation of work role and administrative mechanisms
that creates a patent of interrelated work activities and allows the organization to conduct,
coordinate, and control its activities (J. child, 1972:21-23).
Lawrence and Lorsch (1967) describe structure as “the technique in which the organization is
differentiated and integrated”. Differentiation is related to the scope in executives act, whereas
integration is described in such a way that every member of the organization including
managements will do their best to achieve organizational goals.
Similarly, an organization is a set of elements in interaction, organized level and decision making
units (Martinelli, 2001:68-73).
Organizational structure “is the formal system of task and reporting relationship that controls,
coordinates, and motivates employees so that they corporate to achieve an organizational goals”
(under down, 2012).
Organizational structure directs the competence of work, the enthusiasm of employees and
coordination among the top management and subordinates for flow of plans and goals in the
organization to sketch the future plan (Herath, 2007: 895-901).
The organizational structure should be designed to ensure that individuals and departments that
need to coordinate their efforts have lines of communication that built in to the structure.
Companies many use various organizational structure for communication purposes. Large
companies have many levels of management. Therefore, the most effective way to communicate
is from top of the organization down (Wolf, 2002).
Clear lines of authority: - there must to be clear like of authority mining form the top to the
bottom of the organization. Clarity of line is achieved through delegation of steps from the
highest executive it the lowest worker having the least responsibility and on authority.
Adequate delegation of authority: - every person in the organization must get adequate authority
to meet this obligation according to situation. Authority is vested in the top most executive and is
delegated to his subordinates where ever necessary to meet their obligations. If sufficient
authority is not delegated, the top most executive or the personal vesting authority faces various
problems such as bottleneck in decision-making delay in decision implementation, pressure on
higher level, and less motivation to subordinates. This all problems hamper the growth of the
organization.
Minimum managerial levels: - as for as possible, the managerial levels in an organizational should
kept minimum. The greater the number of levels, the larger chain of command and the longer the
time traveling the message up and down. Though, the number of levels is not certain, yet it serves
as a guideline.
Unity of direction:-every person in the organization should be directed only by one boss as for as
possible relating to a single major function. This is based on the principle of specialization and
unit of direction. Multiplication of direction may create confusion and may lead to conflict.
Application of ultimate responsibility: - the superior at higher level is ultimately responsible for
the acts of his subordinates. The authority floes from superior to subordinate along with the
responsibilities. The higher level manager is, here by, not relieved of his responsibilities the acts
delegate to the subordinates. He is responsible for his own duties of his subordinates.
Span of control: - refers to the number of subordinates, a manager can directly supervise. There is
a limit on this number but this limit cannot applied universally because several factors such as
nature of superior and that of subordinates, nature of work, type of planning, degree of
decentralization, and communication techniques affects span of control.
Simplicity: - the organizational structure should be designed as possible taking in to account the
essential networks but leaving the no room for confusion and ambiguity. Too many levels of
combinational channels, or committees, or multiple of command or too much coordination often
creates more problems rather to solve them.
Flexibility: - organizational structure should be flexible enough so that it can be adjusted
according to changing condition in future. In other words, it should be designed in such a way that
it may fulfill not only the present needs but also along future needs of organization because
changes in the organization is must due to various environmental changes and other compelling
reasons if structure is not flexible, it will be very difficult incorporate to change without much
difficulty.
Additionally, Amrik and Kumar, (2003:235) authority refers to rights inherent in a managerial
position to give orders and expect the orders to be obeyed. To facilitate coordination, managerial
position is given a place in the chain of command, and each manager is given a degree of
authority in order to meet his /her responsibilities.
The unit of command principle helps preserve the concept of unbroken lines of authority. It states
that person should have one and only one superior to whom he/she is directly responsible. If the
unit of command is broken, a subordinate might have to cope with conflicting demands or
priorities several superiors. Without unit of command conflicting demands and priorities from
multiple bosses can create problems (Robbins p, 2003:237).
2.2.2 Departmentalization
A well structured organizational structure, with its will formed hierarchical levels, creates the
need for a viable departmentalization. It denotes how job activities are clustered
together.Morespecifically, the entirety of the tasks exists in the organizational structure divided
into smaller numbers, which are placed into respects departments with strong emphasis upon an
effective coordination of activities (Kreiter, 2001).
Specialization is grouped together to form a job is to be performed by a department, the next step
of specialization is combine similar activates into a group. Departmentalization is a grouped of
specialization into specific functions, different function are grouped on a similar basis, for
example engineering , accounting, personal, etc. Are the important functions which are grouped
on separate departments known by their respective functions. Departmentalization is use in all
type of organizations according to their objective and functions. For example a university has
different departments such as academic, administrative, teaching, etc. similarity; other
organizations have different type of departments based on their objectives and activities. The
administration (Mishra. M.N 2003:361).
Once you have divided jobs up through work specialization, you need to need these jobs together
so common tasks can be coordinated. The basses by which jobs are grouped together are called
departmentalization. One of the most popular ways to group activities is by function performed. A
manufacturing manager might organize his or her plant by separating engineering, accounting,
manufacturing personnel, and purchasing specialist in to common departments. Of course,
departmentalization by function can be used in all types of organizations. Only the functions
change to reflect the organization’s objectives activities (Sudan. A and Kumar. N, 2003:134).
Functional departmentalization- groups jobs by functions performed. This approach can be used
in all types of organizations, although the function changes to reflect the organizations purpose
and work.
Product departmentalization- groups jobs by product line. In this approach each measure product
area is placed under the authority of a manager who responsible for everything having to do with
that product line.
Process departmentalization- groups jobs on the bases of product or customer on plow. In this
approach work activities follow a natural processing flow of products or even of customers
finally.
Customer departmentalization- groups jobs on the bases of customers who have common need or
problems that can best be meet by having specialist for each (Robbins p.2003:434).
2.2.3 Formalization
Formalization is the degree to which organizations standardize behavior through rules procedures,
formal training and related mechanisms. In other words formalization represents the
establishment of standardization as a coordinating mechanism (Mcshane. L. 2005:434).
Formalization refers to the degree to which jobs within the organization are standardized and the
extent to which employee behavior is guided by rule and procedures. If a job is highly formalized,
then the person doing that job has little discretion as to what is to be done, when it is to be done,
and how he or she doe
Span of control refers to the number of subordinate, a manager can directly supervise. These are
limit on the number of subordinate but this limits and not is applied universally because of several
factors. Such as natural of superior and that of a subordinate, nature of work, type of planning,
degree of centralization, communication technique are affect the span of control (Sudan A, and
Kumar N, 2003;132).
Span of control is important because, to a large degree, it determine the number of level and
managers an organization has. The wider and larger the span, the more efficient the organization
(Robbins and Timothy, 2009:569).
A manager directs managements. In a wider of control, of manger have many subordinates under
him. In a narrow span of control a manger has fewer subordinates under him. Obviously, the
numbers of subordinates that can effectively be manager for supervision and delegation of
authority would be finite and depend up on a number of factors. Some of those factors are
specified by Amrik and Kumar, (2003:135) as follows:
Specialization is another component of organization structure. Each and every part of the whole
work is done by specialized people. The total work is broken up into small parts and the
responsibility of performance of each part is assigned to experts. This makes people more
specialized and active there may be subdivision of each part to make it more specialized. Each
step is completed by, skilled labor. The specialized of whole activity is possible by breaking the
total work in to separate parts, sub-divisions and steps. Specialization makes highly sophisticated
tasks can utilized through specialization. The skill of the employees increase by repetition.
Complex and sophisticated operations are performed easily by acquiring skills nd specialization.
It is a well- known fact that the level of specialization increase along with the technological
development. Specialization has increase performance and employee’s satisfaction (Mishra, M.n
2003:361).
Most mangers today see neither work specialization as neither obsolete nor an unending source of
increase productivity. Rather, mangers recognize the economies it provides in certain types of
jobs and the problems it creates where it’s carried too far ( Robbins and Timothy, 2009;566).
For demonstrated that work can be performed more efficiently if employees are allowed to
specialize. Today we use the term work specialization or division of labor to describe the degree
to which tasks in the organization are subdivided into separate jobs. The essence work
specialization is this rather than an entire job being done by one individual, it is broken down into
a number of steps, each step being completed by a separate individual. In essence, individuals
specialize in doing part of an activity rather than the entire activity. In most organization’s some
task require highly developed skilled; others can be performed by the untrained. If all workers
engaged in each step of, say, an organization’s manufacturing process, all would have to have
skills necessary to perform both the most demanding and least demanding jobs. The result would
be that, except when performing the most skilled or highly complex tasks, employees would be
working below their skill level. And since skilled workers are paid more than unskilled workers
and their wages tend to reflect their highest level of skill, it represents an inefficient usage of
organizational resources to pay highly skilled workers to do easily tasks (Amrik and Kumar,
2003:130).
Centralization means that formal decision making authority is held by small group of people,
typically those at the top of the organizational hierarchy. Most organizations being with
centralized structures, because the founder makes most of the decisions and try to direct the
business toward his or her vision. But as organizations grow, they diversify and their
environments become more complex. Senior executives are not able to process all the decision
that significantly influences the business (steven. L. 2005: 433).
Centralization describes the degree to which decision making is concentrated at a single point in
the organization. If top managers make the organizations key decisions with little or no input
from below, then the organization is centralized. In contrast the more that lower level employees
provide input or actual decisions, the more decentralization there is. Keep in mind that the
concept of centralization- decentaeralization is relative, not absolute that is, an organization is
never completely centralized or decentralized. Few organizations could function effectively if all
decisions were made by only a select group of top managers; nor could they function if all
decision were delegated to employees at the lowest levels (Robins, P. 2003:239).
Mechanistic: - extrme related to the component of the organizational structure, example, and
specialization, and departmentalization, chain of command, span of control, centralization and
formalization.A high degree of this component has been include under mechanistic factor
employees perform their jobs as per the routine system, they do not have the highest degree of
mechanistic approach. The communication is hierarchical it mean that the higher authority
instructs the lower authority has no power to question the order and suggests its own measure, it
is a form of bureaucratic structure, it is a highly a dictation structure of organization.
Organic: - under organic extremes the components of an organizational structure are more
loosely used and more freedom is given to the employees who take more interest in their job
performance rather than rule observation. It has a cross hierarchical and cross functional team
work. The components of an organizational structure are at a low level. Example, there is low
specialization, low departmentalization, fewer chain of command, wider span of control,
decentralization and less formalization. Upward, downward and lateral communications are
practiced under the organic structure, the employees are empowered to participate in the decision
making process. It is a highly democratic form of organizational structure.
Corporate strategy
The corporate strategy has an important impact on the structure. The dictatorial strategy of an
organization requires a bureaucratic structure. The mechanistic structure is loosened under the
democratic strategy. A structure is developed to achieve the objectives through the application of
corporate strategy. The structure is determined according to the strategy. The hierarchical
structured depend on the overall strategy at the corporate and departmental levels. Structure and
strategy are closely linked if the is any change in the strategy, the organization structure also
changed. It is therefore, essential to make a structure which can adopt itself according to the
changes in the strategy. The strategy frame works are imitation, innovation and cost
minimization. Imitation does not mean the limitation of other strategies. It refers to following its
own previous strategy. The pervious strategy helps to find out the suitable strategy for
minimization cost and maximization revenues. The scientific researchers are followed and
utilized in the organization. The innovation strategy refers to the changes in the existing strategy
for the better. The technological developments are included in the strategy. Cost minimization
refers to the curtailing of unnecessary expenditure. Innovation strategy deals with low
specialization, low centralizations and standardization. Plainly, it is stated that the innovation
strategy helps to maintain the mechanistic structure, where in control specialization; formalization
and centralizations are at a high level. The imitation strategy has a max of mechanistic and
organic strategy.
Size: - the size of an organization has important bearings on the organizational structure. A large
organization cannot perform effectively with simple or bureaucratic structure. It to adopt the
matrix structure. An organic structure is suitable for a small organization. The mechanistic
approach is more suited for a big organization. Specialization, departmentalization, formalization
and decentralization are required for big organization. A wide span of control and functional
command are also needed for large organization. The imitation strategy, where in the mixes of
organic and mechanistic approaches are adopted, is more suitable for large organizations. The
structure should have more adoptability as the increases. The number of factories and offices may
expand as per the need of person, place and position.
Technology: - developments influence the structure. A sophisticated technique a mechanistic
approach, where in high specialization rigid departmentalization, clearly chain of command,
narrow span of control and high formalization are needed. Decentralization increases innovation
and technological development. Technology refers to how input is transferred into output and
how it is applied in all the areas of management, via finance, marketing, personal, and production.
Routine tasks are related with departmentalization and formalization. Centralization is useful only
routine technology. Innovative techniques, decentralization is essential.
Environment: - the environment is the reactive results of various internal and external factors
influencing the behavior of people in an organization. The behavior of managers, employees,
customers, distributors’ government agencies and outsiders decides the specific form of the
environment. It is not static, but is changing form to rime and place to place according to the
needs of people and organizations the environment influences the behavior of people of an
organization and is also in turn influenced by their behavior. A situation has a great role to play in
shaping the environment. Uncertainty in the environment influences the adoption of a particular
structure. The capacity, complexity and volatility of the environment influence the organizational
structure.
Division of labor: - works divide into different parts and each part is given to a laborer who
interested in the job and has the competence to perform that promotion of the job. Employees are
obligated to perform their functions. The division of labor is done systematically with a set of
authority and responsibility.
Specialization: - The division of labor creates specialization, as performing the same type of job
makes the employees more competent. It is essentially to accomplish the goals of an organization.
Highly specialized functions make employees satisfied as they get the feeling of being distinct.
The responsibility easily carried out as the specialized job is well defined. No other member
infringes up on the rate of the specialized job. Specialization increases the speed of work and
increases the productivity.
Hierarchy:- a bureaucracy based on hierarchy which defines the scope of authority that can be
exercise by super ordinate on the subordinate. The success of an organization depends on the
principle of hierarchy. Max Weber has pointed out the bureaucracy provides the controlling
structure that is essential for any organization. It is a natural order and a human desire to control
others. The authority control is given only to those people who have adequate restraining power
over themselves. People enjoy hierarchy and are motivated to work hard to go to up in the
hierarchical order. Hierarchy of achieving the organizational goals. It has the capacity of
increasing employees, satisfaction and organizational performance.
Abstract rules: - rule and regulation are formulated to manage the bureaucratic organizations. It
is said that rules are gods for the employee working in a bureaucratic system. Going beyond rules
make employees punishable although it increase productivity and the performance. Rules are
permanent whereas, employees may come and go. It provides perpetual succession in the
organization. Rules ensure uniformity and coordination of functions. The difference in task
performance and uncertainties are narrowed down by rules.
N=number of population
E=error
It is necessary to used stratified. Sampling method since the population is heterogeneous in terms
of their management and non-management departments and so the proportionate stratified
sampling is great role because it gives the sample opportunity to select from different groups.
Indicate strata a here later sample random sampling based used because it provides equal chance.
Finally lottery method used to distribute the questionnaires. The data type used quantitative.
Questionnaires was be the main data gathering instruments. This method wasenable the research
to guide the informants when they get out of the concepts.
Secondary data: - The secondary data collected from the organizations records, reports and other
reference materials.
3.5 Procedure
The current research was select stratified sampling. The researcher was used both questionaries’
and purposely interview technique further more in the researcher was be assess by the time
schedule of the research. To check the reliability, the researcher was cross-check the data by using
various techniques.
4. Chapter Four
4.1 Introduction
This chapter deals with analysis and interpretation on the basis of data gathered through
questionnaire and interview. In order to obtain information for the study a total (forty-eight)
questionnaireswere distributed to employees to Dire Dawa water sapply and sanition. The
employees (respondents) randomly selected from each statement of department of employees.
Among 54 questionnaire, was distribute to 48 were correctly filled and returned used for analysis
and interpretation of data here. The analysis and justification of the finding from the information
were approached by summarizing the relevant question and respective responses for a topic on an
issue and then further analyzed sequentially.
Tables, percentage and figures were used to present interpreted data using descriptive method.
No I t e m s N u m b e r %
1 f x
M a l e 2 8 5 8 %
a l e 2 0 4 2 %
T o t a l 4 8 1 0 0 %
2 A g e
1 8 - 2 4 8 1 9 %
2 5 - 3 4 2 9 6 9 %
3 5 - 4 4 4 9 . 6 %
4 5 - 5 4 1 2 . 4 %
5 5 a n d a b o v e 0 0
T o t a l 4 8 1 0 0 %
3 E d u c a t i o n a l l e v e l
B e l o w G r a d e 1 0 0 0
1 0 / 1 2 G r a d e c o m p l e t e 8 1 9 %
1 0 + 3 ( D i p l o m a ) 9 2 1 . 4 %
B A / B S c 2 0 4 7 . 6 %
M A / M S c a n d a b o v e 5 1 2 %
T o t a l 4 2 1 0 0 %
4 Y e a r s o f e x p e r i e n c e
B e l o w 1 y e a r 1 0 2 3 . 8 %
1 - 3 y e a r s 9 2 1 . 4 %
4 - 6 y e a r s 1 0 2 3 . 8 %
7 - 9 y e a r s 6 1 4 . 3 %
1 0 a n d a b o v e 7 1 6 . 7 %
T o t a l 4 8 1 0 0 %
S t r o n g l y A g r e e 1 1 2 6 %
A g r e e 2 6 6 2 %
D i s a g r e e 2 4 . 8 %
S t r o n g l y d i s a g r e e 1 2 . 4 %
N e u t r a l 3 4 . 8 %
T o t a l 4 8 1 0 0 %
Table 4.1 indicates sex, age, educational level; work experience and individual got relevant
experience with current occupation.
According to the above table in item number 1, out of the total 42 respondents, 20(48%) were
male and the remaining 22(52%) were females. From this one can understand that were females
employees was greater than males employees in the organization.
Regarding the age in item 2 of respondents, 8(19%) was between 18-24 years old. Next 29(69%)
of the respondents were within the range of 25-34 years, from 4(9.6%) were from 35-44 years.
1(2.4%) were from 45-54 years and finally there were no 55 and above of age. This implies that
the respondents were youngster who is productive of the organization.
As can be seen in table 4.1 item number 3, with regard to educational back ground of the
respondents, no respondents were grade 10, 8(19%) had 10 or 12 grade completed, 9(21.4%) had
10+3 or diploma, the majority is 20(47.6%) had their first degree and finally 5(12%) had
MA/MSc and above. Hence the majority 29(69%) of the respondents were diploma and degree
Table 4.1, item 4, shows years of employee’s experience. Accordingly, 10(23.8%) of respondents
had below 1 year of service, 9(21.4%) had between 1-3 years’ service, 10(23.8%) had an
experience in between 4-6 years, 6(14.3%) had experience in between 7-9 years and 7(16.7%) had
an experience 10 and above years.
Hence, the organization holds employees who had almost all levels of experience in the
organization. Therefore, one can inter that it was possible to get all levels of information for
employees with similar years of experience.
In table 4.2, item 5, indicates individual got relevant experience with current occupation, 11(26%)
of the respondents strongly agree, 26(62%) the majority of respondents that agree, on the other
hand, 2(4.8%) are respondents claimed that neutral with in statement. Thus, it is possible to see
that large number 37(88%) of respondents agreed. Only few portion of employees were disagree
with the statement.
Table below indicates formation and conformity of organization structure. Table 4.2 conformity
of organizational structure
No % No % No % No % No % No %
1 Do you believe DDSSA organizational structure goes to gather wit h its work 9 4 . 4 2 7 64.2 5 1 2 1 2.4 0 0 42 100
proces ?
2 The organizational stricter is suitable to achieve vision and mis ion 6 14.2 2 6 6 2 9 21.4 1 2.4 0 0 42 100
3 The organizational structure influences the positive implication behavior of the company 2 4.8 2 9 6 9 10 23.8 1 2.4 0 0 42 100
4 Do you believe that organizational structure of DDWSSA negatively af ects its performance? 2 4.8 1 3 3 0 9 1 8 42.8 6 14.3 3 7 42 100
5 The organization al owed the fre dom to work ac ording to their own proces alternative 1 2 . 4 1 5 35-6 2 0 47.6 5 1 6 1 2.4 4 2 100
As it be clearly observed from item 1 of table 4.2 9(21.4%) of the respondents are strongly agree,
27(64.2%) the majority of respondent claimed that they agree, on the other hand 5(12%) of the
respondents are disagree with this statement. Thus it is possible to see that only very two portion
of employees are dissatisfied with the organizational structure goes to gather with it’s the work
process.
As it is indicated in the above in item 2, 6(14.2%) of the respondents are claimed that strongly
agree, 26(62%) the majority of respondent claimed that agree with in the statements that
organizational structure is suitable to achieve vision and mission of the company. As it was shows
9(21.4%) of respondent disagree with in the statements. And finally, 1(2.4%) of the respondents
said that strongly disagree and none of them are neutral. Hence, from the respondents the
researcher can conclude that the majority of employees are satisfied with the suitability of
organizational structures to achieve its objective and goals.
As it can be seen in the above item 3, 2(4.8%) the respondents are strongly agree, 29(60%) the
large number of respondents claimed that they agree with the statement 10(23.8%) of respondents
claimed that they are disagree, 1(2.4%) remained strongly disagree with in the statements. Hence,
from the data it is possible to inter that the organizational structure positive influences the
implication behavior of the organization.
Table 4.2 item 4, as it was show 2(4.8%) of respondents strongly agree, 13(30.9%) the
respondents they are agree, 18(42.8%) the majority claimed that they are disagree with the
organizational structure of DDSSA negatively affects its performance. Hence, from the
respondents the researcher can say the majority of employees its organizational structure was
positively of employees its organizational structure was positively affect, on the performance.
As can be seen in the above item 5, 1(2.4%) of respondents strongly agree, 15(35.6%) the
respondents claimed that agree, 20(47.6%) the majority of the organization allowed the freedom
of work according to their own process alternative. As it was show, 5(16%) of the respondents are
strongly disagree, and finally, 1(2.4%) of respondents was neutral with the statement.
According to the majority, 25(63.6%) of respondents in the organization not allowed the freedom
to work according to their own process alternative for the employees.
The table below indicates how role, authority are assigned and how works are integrated in the
organization.
No % No % No % No % No % No %
1 There is clear line of authority 5 10.4 15 31.2 2 2 46.4 4 8.3 2 4.1 48 100
2 Do you believe that does the organizational structure have positive impact on performance? 10 2 1 20 4 2 1 2 2 5 4 8 0 0 48 100
3 Do you believe that employees in the organization are assigned with in a clear role? 9 1 9 11 2 3 2 3 4 8 5 1 0 0 0 48 100
4 “The activities of all individual are concentrated and integrated in common patterns” 3 7 . 1 2 0 47.6 1 4 33.4 1 9. 5 1 2.4 42 100
Very high H i g h Medium L o w Very low T o t a l
5 To what extent the activities that are carried out in your departments related to each other? 4 9.5 17 40.4 1 4 33.4 7 0 7 16. 7 4 2 100
As it presented in the above table 4.3 of item 1, 3(7.1%) of the respondents were strongly agree,
9(21.4%) of the respondents agree with a segment clear role of authority, 22(52.4%) the majority
of respondents claimed that disagree with the statements, 6(14.3%) of respondents claimed they
are neutral. Hence, from the data it can be seen that the 28(66.7%) of employees are dissatisfied
in clarity of line of authority in the organization.
As it can be seen the above item 2, 4(9.5%) of respondents claimed that they strongly agree,
18(42.9%) of the respondents agree with the statement that organizational structure have positive
impacts on performance of the organization, 15(35.6%) of the respondents they were disagree
with the statement, 2(4.8%) of the respondents claimed that they were strongly disagree and
finally, 3(7.1%) of respondents were neutral. Thus, it is possible to see that the half and above
20(50%) of the employees are satisfied with the organizational structure have positive impacts on
its performance.
As it can be seen with the item 3, 6(14.3%) of the respondents were claimed that they are agree
with the statements, the majority of respondents, 20(47.6%) were dissatisfied with their role,
3(7.1%) of them were strongly disagree and finally, 2(4.8%) of respondents were neutral with the
statement. It is possible to see that the majority, 23(54.7%) of the employees are dissatisfied with
in the proposition of employees in the organization assigned clear role.
As can see in item 4, 3(7.1%) of respondents were strongly agree, 20(47.6%) of the respondents
claimed that they agree with the statements the activities of all individuals concentrated and
integrated in the common patterns, 14(33.4%) of the respondents were disagree with the statement
and the finally, 1(2.4%) of respondents was neutral. From the respondents the researcher can say
that the majority of employees are assigned based on their activities.
As can be seen in table 4.3 item 5, 4(9.5%) of respondents were very high, 17(40.4%) of the
majority of respondents feel that the activities carried out in the department are valuated to each
other by rating high. But, 14(33.4%) of respondents claimed that they were low with this
statements finally, 7(16.7%) of respondents were said noting (neutral). Hence, this shows that the
respondents are some why comfortable about the relatedness of the activities carried out there.
4.4 Employees communication in the organizational structure
Organizational structure is determined by a fit befell information processing requirements so
people have too neither little nor too much relevant information. However, the how of
information is essential to the organizations. The organizations structure should be designed to
answer those individuals and department that needs to coordinate their effort have line of
communication they are built in to structure. Companies may use varies organizational structure
for communication purpose. Large companies have many level of management. Therefore, the
most effective way to communication is from top of the organization to down (D. Penguin, 2003).
The below tables implies the communication between top management and employees in the
organization.
No % No % No % No % No % No %
1 To what extent you get the information flow betwe n you’re in for mediate supervisor and subordinate 5 10.4 15 3 1 . 2 22 4 6 4 8.3 2 4 . 1 4 8 100
No % No % No % No % No % No %
2 “Do the objectives of the company clearly communicated to you?” 11 2 3 33 6 9 3 6.25 1 1 2 0 0 4 8 100
No % No % No % No % N o % No %
4 Top management communicates all the relevant information ac urately and timely within the employees 7 14.5 25 5 2 9 1 9 4 8.3 6 . 2 0 4 8 100
No % No % No % No % No % No %
5 Does the manager encourage to employee I the involvement of the organizational structure? 8 16.6 20 4 2 1 2 2 5 5 10.4 6 9.5 4 8 10 0
Source: Questionnaire survey 2016
As it can be clearly observed from item 1 of table 4.4, 2(4.8%) of the respondents were very high,
18(42.9%) of respondents claimed that they are high, 6(14.3%) of them were medium, 13(30.9%)
of respondents were rejected this statement and finally, 3(7.1)of respondents said very low. The
researcherconclude that the major 26(61.1%) which are high of respondents, so the information
flow between their intermediate super visor and subordinates are good relationship.
As item be seen in table 4.4 of item 2, 3(7.1%) of respondents were strongly agree, 21(50%) the
majority of respondents agree with this statements, 12(28.6%) of respondents were disagree,
4(9.5%) of them were strongly disagree and finally, 2(4.8%) of respondents were neutral. Hence,
25(57.1%) the majority of respondents agreed with the statement “objective of the company
clearly communicated to you” were accepted by them. That means the objectives the organization
clearly communicated to employees.
Table 4.4 of item 3, 2(4.8%) of respondents were strongly agree, 22(52.4%) the majority of our
respondents claimed that they are agree with the statement, 13(30.9%) of them disagree, 4(9.5%)
of respondents were strongly disagree and at finally, 1(2.4%) of respondents was neutral with the
statement. So, the researcher concluded above half of respondents 52.4% are agree with that there
is enough communication with the organization.
As it represented in the above table 4 of item 4, 4(9.5%) of the respondents claimed that they very
high, 11(26.2%) of the respondents were high, 14(33.4%) of the respondents were medium with
this statement, 9(21.4%) of the respondents claimed that they were low and finally, 4(9.5%) of the
respondents were very low. Hence, it is possible to see that above half 59.6% of respondents are
high and this implies top management communicates all the relevant information accurately and
within he employees in the organization.
As it be seen in item 5, respondents 1(2.4%) is strongly agree, 16(38.1%) of the respondents were
agree, 17(40.4%) of the respondents disagree with the statement “Does the manager encourage to
employees in the involvement of the organizational structure, 5(12%) of the respondents were
strongly disagree and finally, 3(7.1%) of respondents were neutral. The researcher conclude that
as seen from respondents 22(54%) of them disagree with that manager encourage employees
involvement in the organizational structure. The involvement of employees in the organizational
structure in the organization is low.
Therefore, the organizations has wide span that difficult to control employees lees control of
employees tend to reduce its performance.
As the researcher point of view, less flexible because of, when gaps occur in short period before
amendment. This inflexible hinder on its construction performance.
The researcher perceive that organization to be successful the participating must be there, the
participating of employees in designing or redesigning of organizational structure has a positive
influence in the overall organization performance.
CHAPTER FIVE
The data obtained were presented using percentages and summarized as shown below. Moreover,
based on the summary, conclusions are drawn and recommendations are forwarded.
5.1 The major finding of the study is summarized as follows:-
The sex ration in the organization shows 28(58%) were male employee. But interview results and
organizational documents shows that there is no discrimination on employees hiring and
employees got their work position based on their qualification.
5.2 Conclusions
This section provides general conclusion about issues raised and discussed in the data analysis
part of the chapter. Taking the data analysis and the findings in to account the following
conclusions could be reached.
According to the data and replies from the interview high light, and as stated in the
literature review, the organization structure goes together with its work process and the
organizational structure is suitable to achieve vision and mission of the organization.
The researcher observes the width span of control within the organization is wide span
that difficult to control of employees, tends to reduce effectiveness on performance.
Based on the majority of employees the researcher point out that participation of
employees in the designing and redesigning of organizational structure was low.
As the majority of the replies agreed and researcher conclude that organizational
structure is positively influence on the implementations.
The result shows that the majority of employees disagree that the organization allowed
the freedom to work according to their own process alternative of employees.
Based on the employee’s despondences and as the researcher points of view there are
disagreed with the clear line of authority, and organization employees are dissatisfied
with the assigned clear role.
The researcher observed that the organizational structure is the matrix from of
departmentalization, because the matrix structure occurs in project based organization.
The majority of replies agreed communication of the employees and managers is efficient
and the level of satisfaction in flow of information between and superior and subordinates
is high.
According the findings the decision making in the organization is decided by top level
managements, employees does not involve in the decision making.
At last, the respondent replies that top management communicates all the relevant
information accurately and timely within the employees.
5.3 Recommendations
The researcher like to recommend the following points which are drawn the study for the
betterment of organizational structure and its impacts on performance of dire dawa water supply
and sanition Authority.
D. N. Kumar and R . mittal ,(2001). Organizational behavior, (1st edition ). New Delihi ;anmor
publication pvt . ltd
H .Mintz berg '' The structuring of organizational'', Perntic hall, New Jersey , 1979
Hodge , B.J A , williams and Gales , Lawrence (2003). Organization Theory ;stratigc A pproch
( sixth Editon ). upper saddle river , New Jerseyb ; prentic hall
P. D Martinelli ;; system Hierarchs and management ; system Research and behivoral science
. vol .18 number 1 pp ,. 68-87, 2001
P .R Lawrence and J W .Lorsch;; organizational and Environment ;; Irawin, home wood , 1967
Robbins , p , (20003). Organization behavior, ( sixth edition ) . New York ;McGraw Hill
companies .
Appendix 1
Dear Respondents
The objective of this questionnaire is the assessment of organizational structure and its impact on
performance in Mekelle University College of business and economics department of
management
DIRECTION
Please give us your experience as honestly and as openly as you can the information that provided
to treated strict confidence
Respondent profile
1. Gender
A. male B. female
2. Age
3. Educational level
6 do you believe DDSSA organizational structure go together with the work process?
9.Do you believe t that organizational structure of TWWCE negatively affects its performance?
A yes B no explain it?
12.Do you believe that the organization structure positive impact on performance?
13. Do you believe that employees in the organization are assigned withina clear role?
14 the activities of all individual are concreted and coordination in common pattern?
15. To what extent the activities that are carried out in your department related to each other?
18.To what extent you get the information flow between your so supervisors and subordinate?
19. To management communication to all the relevant information a currently and timely with in
the employees
B. lowD.very low
Appendix 2
INTERVIEW QUESTIONS
1 what do you think about the width of the span of control in your origination