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A quote by John C. Maxwell

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A word collage that shows a lot that goes into being a leader.

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A few of the task HR is responsible for.

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Barriers to effective communication.

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Learning outcomes

Differentiate between filtering, selective perception, and information overload.

Differentiate between emotional disconnects, lack of source credibility, and semantics.

Explain active listening.

"I already talked to him about the schedule. Wasn't he listening?" How often have you said words like these (or heard them said about a coworker)? Every time we talk or listen, there are things that get in the way of clear communication-things that interfere with the receiver getting the message from the sender. This interference is referred to as "noise," and there are various types of noise that can cause a message to be misinterpreted.

Barriers to Effective Communication

Common sources of noise are explained in this section. How many of these examples can you remember affecting your conversations with friends, classmates, or coworkers?

Physical Conditions

Sometimes "noise" is just exactly that-loud or distracting sounds that make it impossible to hear or concentrate. Or the general level of background noise can be so intense that it is hard to focus for long on one particular voice. A room may be so hot or so cold that people can't get comfortable and cannot pay attention. Outside activities may be a distraction to those with a view out windows. Finally, it may be lunchtime or too close to quitting time to keep people focused. Fortunately, with some awareness and advance planning, physical barriers to effective communication are some of the easiest to overcome.

Filtering

Personal and particular experiences color how people view the world and how they communicate. A message sender sees the world through one set of filters (experiences and values) and the receiver sees it through a different set of filters. Each message has to pass, therefore, through at least two sets of filters. The more similar people are in lifestyle, experience, culture, and language, the more similar their mental filters are likely to be and the less distortion should occur. This is why people who come from very different social and economic situations than their audience must work extra hard to say exactly what they mean to avoid confusion. Also, the fewer people involved in the transmission of a message, the greater the chance that it will be received as the sender intended. In business, however, messages may be summarized by a manager and relayed through an administrative assistant who has clarified or edited the message. Messages exposed to many filters should be repeated in various ways to make sure they were understood as the sender intended.

Selective Perception

Selective perception is the tendency to either "under notice" or "over focus on" stimuli that cause emotional discomfort or contradict prior beliefs. For instance, some people live purposefully healthy lifestyles by frequently exercising and eating only nutritious food but still smoke cigarettes. Psychologists believe that they are selectively ignoring the evidence that smoking is dangerous to their health. They have chosen to disregard the information that would make them feel guilty or fearful about this habit. This is called perceptual defense. Selective perception can also be vigilant, meaning people are extra sensitive to things that are significant to them. If a manager doesn't like a particular employee, for example, she may be super critical of that person's behavior and notice every time he is a minute late to a meeting. On the other hand, a favorite employee coming late to work one morning might elicit concern that she had car trouble. Selective perception introduces bias into the communication process.

Information Overload

We have all been in situations when we felt that too much information was coming at us. When this happens, we feel overwhelmed and fear that we will not be able to retain any information at all. Sometimes it is not just the quantity of communication but the level that causes overload. If the message contains information that is new to the receiver, including processes or concepts that are not familiar, then the chances of overload increase greatly. The sender should break up the message into more palatable or digestible bits and reduce the amount of information that has to be absorbed at any one time. One technique is to make a high-level announcement and then follow it up later with more details. The sender has the primary responsibility to check that the receiver has understood the message. This means that a manager may have to adjust a message to reflect the various experiences of the employees. A new employee may need repeated explanations before beginning an operation, whereas an experienced employee may start rolling his eyes at the same old instructions.

Semantics

Semantics is the study of the meaning of words and phrases. You might hear one person say to another "Let's not argue semantics," meaning he doesn't want to get caught up in trivial and unimportant details or playing with words. But semantics is extremely important in effective communication. There are some semantic rules in English that may trip up non-native English speakers, such as the concept of subject-verb agreement and gender pronouns. These can cause confusion, as seen in the following examples:

Six man is coming to the meeting on Tuesday. (How many men are coming?)

Rachel is going to introduce the speaker at the conference. He may be asking you for information about her to make the job easier. (Who is asking for information, Rachel or the speaker?)

When your audience involves people whose native language is not English or individuals of different educational backgrounds, messages need to be direct and clearly stated to help ensure they are understood.

Denotation and Connotation

Confusion can also arise from the use of language by people from different educational levels, culture, and dialect. For instance, the terms lift and braces denote two entirely different meanings in the United States and in England. A Londoner might reasonably ask her partner if he was planning on wearing braces with his pants.

Some words have a connotation for one group of people that is not shared by another. "That's sick!" could be a compliment or an insult, depending upon the listener. (You probably already know that slang does not belong in written business communications.) Fortunately for all of us, paying attention to the context of the message often reduces confusion. The meaning of homophones (buy, by, bye; meet, meat, mete; pair, pare, pear) and homographs (read, read; lead, lead) are often easily understood by their context or pronunciation.

Emotional Disconnects

Almost the first thing parents learns is never to try to have a rational discussion with a screaming toddler or an angry teenager. If they wait until the young person is more receptive to what they have to say, the odds of a successful conversation improve dramatically. Adults also experience emotional disconnects that affect the chance of successful communication. For example, when a person is feeling stressed or anxious, an expressed concern is more likely to be interpreted as criticism. Constructive criticism made while an employee is emotionally fragile may be perceived as a personal attack. If possible, it is better to postpone a communication if there is a strong likelihood that the intended receiver will misinterpret it because of his emotional state.

Credibility

In communication, the validity of the message is tied to the reputation of the sender. If the receiver doesn't trust the sender, he will view the message itself with skepticism or suspicion. If the sender is trustworthy, the receiver will likely believe the message despite her personal opinions about that subject. In other words, the trustworthiness of a communication, regardless of format, is heavily influenced by the perceived credibility of the source of that communication.

Source credibility describes the sender's positive characteristics that affect the receiver's acceptance of a message. A manager's source credibility is based on experience, knowledge, and interpersonal skills. Managers who deal openly and candidly with employees will find it easier to solicit the kind of feedback that tells them whether their message has been understood.

Message Sent-But Was It Received?

After delivering a message, how does the sender know if the receiver got the message that was intended? Is it the job of the sender or receiver to make sure that the communication has been understood? The answer is that both ends of the communication chain have some responsibility to verify what was both said and heard. In the workplace, however, the manager has the primary responsibility because a main part of her role is to gather and disperse information so organizational goals can be achieved. Managers need to have strategic conversations by asking questions and collecting feedback. One technique to gather feedback is active listening.

Active listening is a communication technique that has been around for many years and that has been used successfully in all types of endeavor-not just business. Parenting classes, marital relationships, public schools, counseling, and tutoring are just some of the areas where active listening is a valued skill. As the name implies, the focus of active listening as a tool for improving communication is on listening rather than talking. (Think here of the expression "You have two ears and one mouth for a reason.") It is a process where the listener sets aside his own thoughts to concentrate more clearly what the speaker is actually saying instead of what the listener thinks the speaker is saying.

It takes practice to master the basic techniques of active listening, and you will probably feel awkward applying the technique in the beginning. But because the point is to increase effectiveness by decreasing the possibility of misunderstandings, it is worth a little discomfort. The basic method is briefly summarized in these steps:

Look at the speaker and make eye contact to indicate that the speaker has your undivided attention.

Note the body language of the speaker to help process the speaker's message. Is the speaker angry, frustrated, frightened, rebellious, or tentative? Classic signs of anger include arms folded tightly in front of the body or held rigidly at the side. Fright or guilt may be shown by the refusal to look at you directly in the eyes or continually shifting gaze away from the listener's face. The speaker may be feeling confrontational if his arms are on his hips and his legs are spread apart as if ready to move. If the speaker is constantly turning away from you, she may be hiding something and definitely wants to leave. If any of these signs are present, it is probably better to finish the conversation at a later time.

Don't allow yourself to prepare a response before the speaker has finished his remarks. Keep your mind open and free of judgment until the end.

Ask questions to verify or confirm what you heard the speaker say. You might even ask a question or make a statement using the very same words as the speaker. "I heard you say that you were unhappy with the way John is managing the team." Or "You said that you feel left out of the decision-making process for the project."

Wait for the speaker to confirm or to correct your understanding of his message. He may respond with something like "Well, unhappy is too strong a word. I meant that there are times when I disagree with the decisions that John makes." Then you can respond, "OK. You are not completely unhappy. You don't always disagree with John." Here you are confirming your understanding of the speaker's corrected statement.

The other major advantage of active listening (besides preventing misunderstandings) is that you convey to the speakers that you care about them and their opinions. They become empowered to be more proactive because they believe they will get an unbiased hearing. For busy managers, actively listening can be time-consuming and require emotional investment. You really have to interrupt your work to stop and listen. The speaker may become emotional during the attempt to clarify the communication, especially while you are learning the approach. But in the end, you will have earned the trust and respect of an employee, and that is a worthwhile goal.

The answer to what signs in the photo above indicate good communication are as follows:

well-lit room

comfortable but upright seating

listener making eye contact

one man leaning forward to show interest

noiseless background

Did you find others?

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Differentiate between filtering, selective perception, and information overload. Differentiate between emotional disconnects, lack of source credibility, and semantics. Explain active listening. "I already talked to him about the schedule. Wasn't he listening?" How often have you said words like these (or heard them said about a coworker)?

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The meaning and different types of organizational structures.

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Organizational structure is a system used to define a hierarchy within an organization. It identifies each job, its function and where it reports to within the organization. This structure is developed to establish how an organization operates and assists an organization in obtaining its goals to allow for future growth. The structure is illustrated using an organizational chart.

Several types of organizational structures are each defined to meet the needs of organizations that operate differently. The types of organizational structure include divisional, functional, geographical and matrix. A divisional structure is suitable for organizations with distinct business units, while a geographical structure provides a hierarchy for organizations that operate at several locations nationally or internationally.

A functional organizational structure is based on each job's duties. A matrix structure, which has two or several supervisors for each job to report to, is the most complicated but may be necessary for large organizations with many locations and functional areas.

Although there are many types of organizational structures developed to meet each organization's needs, all of them provide a hierarchy that reports to a centralized location and group of executives. The highest ranking member of an organizational chart is one or several top executives referred to as the president, chief executive officer or chief operating officer.

When an organizational structure is designed, job descriptions can be developed to not only meet an organizations goals, but allow for organizational and employee growth. Internal equity and employee retention are a key to successful operations. Recruitment is also one of the highest investments for organizations, so ensuring employees have promotional opportunities and job security can assist in reducing recruitment costs.

Organizational structure is also a fundamental core to create salary structures for an organization. Once the structure is established, salary ranges can be created for each job in the organization. In most cases, each job is aligned to a salary grade, and each grade has a specified salary range. This allows an organization to meet its financial goals and ensures salaries are distributed fairly within financial budgets.

If an organization expands, the organizational structure allows room for growth. This can include adding additional layers of management, new divisions, expanding one or several functional areas or appointing additional top executives. When the structure is reorganized for expansion, it provides the foundation to edit salaries and job descriptions quickly and efficiently with minimal disruption to an organization's operations.

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What Is the Meaning of Organizational Structure?

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Organizational structure defines the hierarchy of the organization. It identifies each job, its function and where it reports to in the organization. This structure is developed to establish how an organization operates and assists an organization in obtaining its goals to allow for future growth.

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Functional Structure

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For one to be successful you must plan and then put those plans into action.

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Every company needs a mission statement to keep them on the correct path.

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Short-term, medium-term, and long term planning in business.

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Short-Term, Medium-Term & Long-Term Planning in Business

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The different time frames of the short, medium and long-term business planning processes place the focus on tracking improvements and time-sensitive aspects of the company's structure and environment. You can differentiate planning based on the time frames of the inputs and expected outcomes.

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7 types of organizational structures and who they are suited for.

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Choosing the best organizational structure for your company, division, or team is a lot like picking out a new car.

At the most basic level, you're always looking for something road-worthy - something that can take you (and your passengers) from point A to point B without a hitch.

But beyond that, there are a lot of options to consider. Automatic or manual? Four-wheel drive or two? Built-in GPS? Leather interior? Flux capacitor? (Only if you're going back in time, of course.)

In the world of organizational structures, the options you have to choose from include things like chain of command (long or short?), span of control (wide or narrow?), and centralization (centralized or decentralized decision-making?), just to name a few.

What's the point of an organizational structure? As a business leader, do you even need one? As I said, org structures help you define at least three key elements of how your business is going to run.

As your company gets bigger, an organizational structure can also be helpful for new employees as they learn who manages what processes at your company.

Then, if you need to pivot or shift your leadership, you can visualize how the work flows would work by adjusting your organizational structure diagrams.

To put it simply, this chart is like a map that simply explains how your company works and how its roles are organized.

Here's what each of those elements means to an organization:

Chain of Command

Your chain of command is how tasks are delegated and work is approved. An org structure allows you to define how many " rungs of the ladder" a particular department or business line should have. In other words, who tells whom to do what? And how are issues, requests, and proposals communicated up and down that ladder?

Span of Control

Your span of control can represent two things: who falls under a manager's, well, management ... and which tasks fall under a department's responsibility.

Centralization

Centralization describes where decisions are ultimately made. Once you've established your chain of command, you'll need to consider which people and departments have a say in each decision. A business can lean toward centralized, where final decisions are made by just one or two entities; or decentralized, where final decisions are made within the team or department in charge of carrying out that decision.

You might not need an org structure right away, but the more products you develop and people you hire, the harder it'll be to lead your company without this crucial diagram.

(To dive deeper into what all of these different organizational structure components are, check out my earlier post, " The 6 Building Blocks of Organizational Structure.")

In this post, we'll explore how you can combine those components to form different types of organizational structures. We'll also highlight the benefits and drawbacks of different structure types so you can evaluate which is the best option for your company, division, or team. Let's dive in.

Mechanistic vs. Organic Organizational Structures

Organizational structures fall on a spectrum, with "mechanistic" at one end and
"organic" at the other.

Take a look at the diagram below. As you'll probably be able to tell, the mechanistic structure represents the traditional, top-down approach to organizational structure, whereas the organic structure represents a more collaborative, flexible approach.

Here's a breakdown of both ends of the structural spectrum, their advantages and disadvantages, and which types of businesses are suited for them.

Mechanistic Structure

Mechanistic structures, also called bureaucratic structures, are known for having narrow spans of control, as well as high centralization, specialization, and formalization. They're also quite rigid in what specific departments are designed and permitted to do for the company.

This organizational structure is much more formal than organic structure, using specific standards and practices to govern every decision the business makes. And while this model does hold staff more accountable for their work, it can become a hindrance to the creativity and agility the organization needs to keep up with random changes in its market.

As daunting and inflexible as mechanistic structure sounds, the chain of command, whether long or short, is always clear under this model. As a company grows, it needs to make sure everyone (and every team) knows what's expected of them. Teams collaborating with other teams as needed might help get a business off the ground in its early stages, but sustaining that growth - with more people and projects to keep track of - will eventually require some policymaking. In other words, keep mechanistic structure in your back pocket ... you never know when you'll need it.

Organic Structure

Organic structures (also known as "flat" structures) are known for their wide spans of control, decentralization, low specialization, and loose departmentalization. What's that all mean? This model might have multiple teams answering to one person and taking on projects based on their importance and what the team is capable of - rather than what the team is designed to do.

As you can probably tell, this organizational structure is much less formal than mechanistic, and takes a bit of an ad-hoc approach to business needs. This can sometimes make the chain of command, whether long or short, difficult to decipher. And as a result, leaders might give certain projects the green light more quickly but cause confusion in a project's division of labor.

Nonetheless, the flexibility that an organic structure allows for can be extremely helpful to a business that's navigating a fast-moving industry, or simply trying to stabilize itself after a rough quarter. It also empowers employees to try new things and develop as professionals, making the organization's workforce more powerful in the long run. Bottom line? Startups are often perfect for organic structure, since they're simply trying to gain brand recognition and get their wheels off the ground.

Now, let's uncover more specific types of organizational structures, most of which fall on the more traditional, mechanistic side of the spectrum.

Depending on the size of a business and its goals, the organizational structure of the team will vary. Each type has its advantages and disadvantages; however, there is a universal benefit to establishing a clear organizational structure. It helps employees understand their role within a company, which enables them to manage expectations and goals.

A business needs to have an organizational structure in place to be successful. There are several types of organizational structures commonly used by companies, nine of which we expand upon below.

1. Functional Organizational Structure

One of the most common types of organizational structures, the functional structure departmentalizes an organization based on common job functions.

An organization with a functional org structure, for instance, would group all of the marketers together in one department, group all of the salespeople together in a separate department, and group all of the customer service people together in a third department.

The functional structure allows for a high degree of specialization for employees, and is easily scalable should the organization grow. Also this structure is mechanistic in nature - which has the potential to inhibit an employee's growth - putting staff in skill-based departments can still allow them to delve deep into their field and find out what they're good at.
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Disadvantages

Functional structure also has the potential to create barriers between different functions - and it can be inefficient if the organization has a variety of different products or target markets. The barriers created between departments can also limit peoples' knowledge of and communication with other departments, especially those that depend on other departments to succeed.

Advantages

Functional organization increases efficiency, provides stability, and boosts accountability. It allows departments - with employees who share similar skills and knowledge - to focus on their specialized tasks within their respective fields. Because the roles and responsibilities of this organizational structure example rarely change, department employees can consistently work on similar assignments and hone their skills.

The fixed structure of functional organization also operates through management. It provides employees with a chain of command. It guides communication between the team and keeps the team accountable.

2. Product-Based Divisional Structure

A divisional organizational structure is comprised of multiple, smaller functional structures (i.e. each division within a divisional structure can have its own marketing team, its own sales team, and so on). In this case - a product-based divisional structure - each division within the organization is dedicated to a particular product line.

This type of structure is ideal for organizations with multiple products and can help shorten product development cycles. This allows small businesses to go to market with new offerings fast.
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Disadvantages

It can be difficult to scale under a product-based divisional structure, and the organization could end up with duplicate resources as different divisions strive to develop new offerings.

Advantages

Companies and their employees can experience the benefits of the product-based divisional structure. If one division performs poorly, this does not automatically translate across the organization. Because of their separation, divisions may flourish (or fail) concurrently. This system allows companies to mitigate risk.

3. Market-Based Divisional Structure

Another variety of the divisional organizational structure is the market-based structure, wherein the divisions of an organization are based around markets, industries, or customer types.

The market-based structure is ideal for an organization that has products or services that are unique to specific market segments, and is particularly effective if that organization has advanced knowledge of those segments. This organizational structure also keeps the business constantly aware of demand changes among its different audience segments.
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Disadvantages

Too much autonomy within each market-based team can lead to divisions developing systems that are incompatible with one another. Divisions might also end up inadvertently duplicating activities that other divisions are already handling.

Advantages

Because this organizational structure focuses on specific market segments, it provides each division with autonomy. The divisions work separately, which allows employees to work independently and enables them to focus on the needs of their particular industry.

4. Geographical Divisional Structure

The geographical organizational structure establishes its divisions based on - you guessed it - geography. More specifically, the divisions of a geographical structure can include territories, regions, or districts.

This type of structure is best-suited to organizations that need to be near sources of supply and/or customers (e.g. for deliveries or for on-site support). It also brings together many forms of business expertise, allowing each geographical division to make decisions from more diverse points of view.
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Disadvantages

The main downside of a geographical org structure: It can be easy for decision- making to become decentralized, as geographic divisions (which can be hundreds, if not thousands of miles away from corporate headquarters) often have a great deal of autonomy. And when you have more than one marketing department - one for each region - you run the risk of creating campaigns that compete with (and weaken) other divisions across your digital channels.

Advantages

Geographical divisions allow companies the advantage of catering to a specific customer. Based on the differences in language, culture, and customs one would find across the world, companies cannot necessarily expect the same operations to work in different locations. Not only does it allow organizations to tailor their approach based on geography, but it allows the division to react quickly and efficiently to any geographical market changes.

5. Process-Based Structure

Process-based organizational structures are designed around the end-to-end flow of different processes, such as "Research & Development," "Customer Acquisition," and "Order Fulfillment." Unlike a strictly functional structure, a process-based structure considers not only the activities employees perform, but also how those different activities interact with one another.

In order to fully understand the diagram below, you need to look at it from left to right: The customer acquisition process can't start until you have a fully developed product to sell. By the same token, the order fulfillment process can't start until customers have been acquired and there are product orders to fill.

Process-based organizational structure is ideal for improving the speed and efficiency of a business, and is best-suited for those in rapidly changing industries, as it is easily adaptable.
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Disadvantages

Similar to a few other structures on this list, process-based structure can erect barriers between the different process groups. This leads to problems communicating and handing off work to other teams and employees.

Advantages

As mentioned, one of the most significant benefits of the process-based structure is that it increases efficiency and speed. If Department B cannot start its processes until Department A finishes, this compels Department A to work promptly and proficiently. This organizational model also promotes intradepartmental (within the department) and interdepartmental (across multiple departments) teamwork.

6. Matrix Structure

Unlike the other structures we've looked at so far, a matrix organizational structure doesn't follow the traditional, hierarchical model. Instead, all employees (represented by the green boxes) have dual reporting relationships. Typically, there is a functional reporting line (shown in blue) as well as a product- based reporting line (shown in yellow).

When looking at a matrix structure org chart, solid lines represent strong, direct-reporting relationships, whereas dotted lines indicate that the relationship is secondary, or not as strong. In our example below, it's clear that functional reporting takes precedence over product-based reporting.

The main appeal of the matrix structure is that it can provide both flexibility and more balanced decision-making (as there are two chains of command instead of just one). Having a single project overseen by more than one business line also creates opportunities for these business lines to share resources and communicate more openly with each other - things they might not otherwise be able to do regularly.
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Disadvantages

The primary pitfall of the matrix organizational structure? Complexity. The more layers of approval employees have to go through, the more confused they can be about who they're supposed to answer to. This confusion can ultimately cause frustration over who has authority over which decisions and products - and who's responsible for those decisions when things go wrong.

Advantages

An advantage of a matrix structure is that it promotes collaboration and communication. This open line of communication ultimately allows businesses to share resources and allows employees to develop new skills from working with different departments.

7. Circular Structure

While it might appear drastically different from the other organizational structures highlighted in this section, the circular structure still relies on hierarchy, with higher-level employees occupying the inner rings of the circle and lower-level employees occupying the outer rings.

That being said, the leaders or executives in a circular organization aren't seen as sitting atop the organization, sending directives down the chain of command. Instead, they're at the center of the organization, spreading their vision outward.

From an ideological perspective, a circular structure is meant to promote communication and the free flow of information between different parts of the organization. Whereas a traditional structure shows different departments or divisions as occupying individual, semi-autonomous branches, the circular structure depicts all divisions as being part of the same whole.

Disadvantages
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From a practical perspective, the circular structure can be confusing, especially for new employees. Unlike with a more traditional, top-down structure, a circular structure can make it difficult for employees to figure out who they report to and how they're meant to fit into the organization.

Advantages

Most examples of organizational structure have a top-down hierarchy. Alternatively, this type of structure follows an outward flow and contributes to information flowing freely across the business. Its benefits include keeping all employees aligned with the processes and goals of the company and encouraging employees to collaborate between departments.

8. Flat Structure

While a more traditional organizational structure might look more like a pyramid - with multiple tiers of supervisors, managers and directors between staff and leadership, the flat structure limits the levels of management so all staff are only a few steps away from leadership. It also might not always take the form or a pyramid, or any shape for that matter. As we mentioned earlier, It's also a form of the "Organic Structure" we noted above.

This structure is probably one of the most detailed, It's also thought that employees can be more productive in an environment where there's less hierarchy-related pressures. This structure might also make staff feel like the managers they do have are more like equals or team members rather than intimidating superiors.

Disadvantages

If there's a time when teams in a flat organization disagree on something, such as a project, it can be hard to get aligned and back on track without executive decisions from a leader or manager. Because of how complicated the structure's design is, it can be tricky to determine which manager an employee should go to if they need approval or an executive decision for something. So if you do choose to have a flat organization, you should have a clearly marked tier of management or path that employers can refer to when they run into these scenarios.

Advantages

The elimination of middle management employees defines the flat structure type. Its advantages are instantaneous. First, it reduces the expenses of the company. Second, it allows staff to build direct relationships with upper management. And lastly, it shortens the decision-making process.

9. Network Structure

A network structure is often created when one company works with another to share resources - or if your company has multiple locations with different functions and leadership. You might also use this structure to explain your company workflows if much of your staffing or services is outsourced to freelancers or multiple other businesses.

The structure looks nearly the same as the Divisional Structure, shown above. However, instead of offices, it might list outsourced services or satellite locations outside of the office.

If your company doesn't do everything under one roof, this is a great way to show employees or stakeholders how outsourcing of off-site processes work. For example, if an employee needs help from a web developer for a blogging project and the company's web developers are outsourced, the could look at this type of chart and know which office or which person to contact outside of their own work location.

Disadvantages

The shape of the chart can vary based on how many companies or locations you're working with. If it's not kept simple and clear, there may be a lot of confusion if multiple offices or freelancers do similar things. If you do outsource or have multiple office locations, make sure your org chart clearly states where each specific role and job function lies so someone can easily understand your basic company processes.

Advantages

The outsourcing nature of the network structure provides companies with the advantages of lower costs, more focus, and increased flexibility. Outsourcing allows organizations to save money, as they don't have to bear the expense of setting up a department for the same purpose. It also gives companies the flexibility to change their processes and the ability to focus on their core functions.

Why is having an organizational structure important?

Imagine a business that has no organizational structure. Instantly, questions arise about the systems and processes. Who makes the decisions? How are employees held accountable? What are the company's goals? These questions are practically impossible to answer without a functional organizational structure.

Organizational structure is necessary for running a successful business because it improves workflow and efficiency, promotes communication, identifies company needs, and aligns employees with company goals. It directly affects how a business operates daily. When a company establishes a structure that works, the combined efforts of its employees, in conjunction with its systems and processes, allow the company to make better decisions for its future.

Navigating Organizational Structures

Organizational structures are central to a successful team. Employees can move comfortably, confidently, and efficiently when given a clear definition of their role within an organization.

Structure types will vary from business to business, so it's important to remember that these structures are not one size fits all. Every type may not suit your organization, but chances are, one of them will. Use this post to determine which organizational structure works for you, and then it's time for the real work to begin.
Editor's note: This post was originally published in December 2014 and has been updated for comprehensiveness.

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9 Types of Organizational Structure Every Company Should Consider

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Choosing the best organizational structure for your company, division, or team is a lot like picking out a new car. At the most basic level, you're always looking for something road-worthy - something that can take you (and your passengers) from point A to point B without a hitch.

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Global groups.

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Global Organization in sign language. I thought this was pretty neat.

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Shows everything that goes in to having proper work ethics.

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Core Values

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Ethics, the difference between

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An article I read about the three levels of management.

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Levels of Management are a term referred to line of differentiation among various administrative positions in a company. The levels may increase as and when the size of the business increases and vice versa. Level of Management determines the chain of control and the quantity of power and position that is given to any management role to an individual in an organization. Levels of Management are broadly classified into three:

1. Managerial or the Top Level Management: This level consists of the board of directors and managing director. It is the supreme source of power since it manages the policies and procedures of an entity. Their main responsibility lies in planning and coordinating. The roles and responsibilities of this 'creamy' level can be summed up as follows:

(a). It is at this level that all the objectives and major policies are laid down.

(b). Instructions are given for preparing the necessary budgets for various departments, schedules and policies.

(c). Preparation of premeditated plans and policies are done at this level.

(d). Appointment of executives at central level or departmental heads.

(e). Since it consists of Board of Director the top administration is accountable towards the shareholders for performance of the organization.

(f). Harmonization and control are the two major roles played by the top management.

(g). It guides the organization in the right direction towards achieving the goals and objectives.

2. Executive or Middle Level Management: The line and departmental managers form this level of management. These people are directly accountable to the top management for functioning of their respective departments. Their main role comes under the directional and managerial functions of an organization. The roles of managers at this level are as follows:

(a). The main role lies in the implementation of policies and plans as per the directives of the top management.

(b). Preparing plans for the sub units of their respective departments.

(c). Actively contribute in guidance and employment of supervisory level of management.

(d). Their duty is to understand and elucidate the policies of the top management to the lower management.

(e). Bringing together the activities within the department is another role at this level of management.

(f). Assessment of performance of junior managers.

(g). Timely and important reports or data to be sent to the top management.

(h). Motivation of supervisory managers is a vital role of this level of management.

3. Supervisory or Operative Level Management: This level constitutes mostly of supervisors, foremen and first line managers. The main role of these people are:

(a). Handing over jobs or responsibilities to a variety of workers.

(b). Guidance towards day to day activities of the organization.

(c). These managers are directly responsible for quality and amount of production.

(d). They act as mediators in communicating the problems of workers and also undertake recommending solutions to higher level of organization.

(e). They take stock of the machines and material required for the work to be done.

(f). They are the role models for the workers as they are directly and constantly in touch them.

(g). It is their duty to uphold discipline and decorum in the organization.

∗ Now Let us know about how to represent this in a diagram, representing the three levels of management for better understanding:
Image Title: Three Levels of Management

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Three Levels of Management: Top, Middle & Lower

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Levels of Management are a term referred to line of differentiation among various administrative positions in a company. The levels may increase as and when the size of the business increases and vice versa. Level of Management determines the chain of control and the quantity of power and position that is given to any management role to an individual in an organization.

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What makes a manager

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My hobby that I recently picked up in my garage that I enjoy and keeps me busy on boards and screws and away from my computer. This class is starting now so I need to saw the boards at a 45 degree angle to begin. I will have to keep it together with glue and screws. Towards the end of the class, I will have to mask up and sand it all down