Organization Structure: Is Flatter Always Better?

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Every company has its own unique organisational structure. This can be described as the system or pattern of relationship in which power and roles are given to the employers and employees. It also involves how the company is designed in order to achieve its goals and its communication channels. A good structure is crucial because the strategic decisions made can either benefit or worsen an organisation (Mullins, 2005). For example, a good structure would encourage and motivate employees in order to keep morale and job satisfaction at the highest possible level so that productive efficiency can be reached. This essay will describe the different designs of organisational structures and assess whether in today’s world, organisations are better off with flatter organisational structures or not. The essay will essentially conclude that there are no one best template structure all companies should choose to adopt because certain companies in certain industries will be better off will flatter structures whilst other are better off with taller structures. It is best to have a balanced of both. Not only this but it is not only about flat or tall structures but internal and external factors such as learning and cultural factors which influence employees all plays a part.
There are many different types of organisational structures. A few examples can be the functional structure where the structure arranges each section of a company to what it does so that each part has a functional purpose to aid both internal and external customers. Another structure could be the matrix structure which involves repeating substructures within each department under the same place. So in this structure, staffs could have multiple bosses with multiple projects ...

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...le at: http://www.centralbanking.com/central-banking/news/2323971/bank-of-italy-adopts-new-organisational-model
Mullins, L. J. 2005. Management and organisational behaviour. Harlow, England: Prentice Hall/Financial Times.
Fulk, J. & DeSanctis, G. (1999). Articulation of communication technology and organizational form. In G. DeSanctis & J. Fulks (Eds.), Shaping organizational form: Communication, connection and community. Newbury Park, CA: Sage.
Argyris, C.; Schon, D. (1978). Organizational Learning: A theory of action perspective. Reading MA: Addison-Wesley.
Senge, P. M. (1990) The Fifth Discipline. The art and practice of the learning organization, London: Random House.
Woodward, J., (1958): Management and Technology. London: Her Majesty’s Stationary Office
Clegg, S., Hardy, C. and Nord, W. R. 1996. Handbook of organization studies. London: Sage Publications.

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