Question

research has shown over and over again that organizational structure is an important element to its success. But like every good medicine, too much of a good thing can turn very bad. Cross-functional training is mentioned in the post above is an example where structural flexibility is required. It is a good example, and there are many more. So, let's discuss: how much structure do we need and how much is too much?

Answer 1

There is no doubt in the fact that the organization has to have a structure and a well-defined process suing which the departments should function, without having that amount of structure would derail the processes and eventually we will witness loss in productivity and negative balance sheets. Having said that we have to acknowledge the fact that too much of it can spoil things and the system should be agile enough to incorporate any requests or change without taking care of the pre-defined structure. This would ensure timely delivery and the ability to deal with panic situations. The hierarchy as per the structure should be there but very rigid structures can act as a spoil sport as far as the dynamic organizations are concerned. The structure should not hinder the approachability of the people, hence elimination of structure is completely wrong and having a rigid structure is also not advisable. The organizational structure should allow the system to handle agile situations that could result in fruitful results for the company in the long run.