Essays on Type of Organizational Structure Adopted in Organizing and Delivering of the 2012 Olympic Games Case Study

Download full paperFile format: .doc, available for editing

The paper "Type of Organizational Structure Adopted in Organizing and Delivering of the 2012 Olympic Games " is a great example of a business case study.   Across the globe, the Olympic Games is considered to be a major global event which usually features both winter and summer sports whereby thousand of athletes participate in various set competitions. For the Olympic Games to be effective and be carried out in a more organized manner there is a need to develop an organizational structure. Here, an organizational structure is defined as that structure which largely determines both the reporting and hierarchical structure within the Olympic Games organization.

According to Craig and Jim (2005), in a more simplified manner, and organizational structure is that particular plan that clearly shows the systematic arrangement of work within a given organization. This paper focuses on identifying the type of organizational structure adopted in organizing and delivering of the 2012 Olympic games. In addition, it will also analyze the main benefits associated with the chosen structure as well as suggest the various problems in which the organizers might experience as a result of the chosen structure being in place (Craig and Jim 2005). 2012 London Olympic Background From the event organizers, the London 2012 Olympic Games are been delivered through a structure that is largely designed to ensure that both the legacy and games are successful.

For an effective organizational structure, there are several bodies involved in the establishment of a successful structure. These bodies include; government Olympic executive which largely oversees the 2012 project on behalf of the government. This body ensures that the event is delivered on time and within the set budget.

Craig and Jim(2005) maintain that the London organizing committee of the Olympic and Paralympics Games is responsible for staging the 2012 London games as well as reporting to international Olympic and Paralympics committee. The Olympic delivery authority is more responsible for building infrastructure and permanent venue needed for the game. The mayor of London is responsible for ensuring that there is smooth running of the games and people benefit more on it. The other bodies are Olympic Park Legacy Company, London development agency, British Olympic Association and the Olympic board which work closely with the British government in ensuring that there is the successful delivery of the games as well as its legacy (Craig and Jim 2005). The organizational structure adopted for the 2012 Olympic Games For the 2012 London Olympic Games, the best organizational structure is the matrix since the Olympic Games can be categorized as multinational companies since it incorporates people across the globe.

The matrix structure widely groups’ employees by both product and function structure. It is quite evident that this structure can work best by combining the best of both separate structures.

Further, this structure blends well with the Olympic Games since this event frequently uses various bodies in accomplishing the design goals and objectives. The structure is considered to be amongst one of the purest of various organizational structures whereby a given simple lattice emulates the order displayed as well as the regularity demonstrated in a given nature. It is evident that the London 2012 Olympics are complex therefore the use of a matrix structure will ensure that the event is run effectively because of its idea of combining both product and function structures (Jacobides 2007).


Bush, T., 2003, Theories of educational leadership and management. London: Paul Chapman.

Clements, J, and Gido, J, 2008, Successful Project management, Mason: Cengage Learning

Craig, R and Jim, P., 2005, The Olympic Games Explained: A Student Guide to the Evolution of the Modern Olympic Games London: Routledge

Jacobides, M., 2007, The inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near-war. Organization Science, 18, 3, 455-477

LeBraron, M., 2003, Culture and Conflict. Retrieved on 3rd January 2012 from

Schermerhorn, J, 2011, Exploring Management, New York: Wiley & Sons, Inc

Download full paperFile format: .doc, available for editing
Contact Us