The paper “ How Organizational Structure Can Facilitate Speed, Collaboration, and Teamwork” is a breathtaking example of a literature review on the management. Selecting the most suitable organization structure to meet the objectives of a business can be intricate. This is because the structure of the firm affects the manner in which people are organized, how duties are coordinated, the nature of relationships that are developed in the work environment. In addition, the organizational structure also impacts the manner in which management is undertaken. It is important to note that organizational structure is not a stand-alone entity or concept.
For the organizational structure to assist in attaining the goals of the business, it has to support the process and functions inside the organization. This report seeks to examine how the organizational structure can facilitate speed, collaboration, and teamwork. In the discussion, the paper will also compare what takes place in traditional bureaucratic organizations. How Organizational Structure can Facilitate SpeedThe concept of organizational structure can be described as the formal configuration between groups and individuals with respect to the responsibilities, allocation of tasks and the authority within the organization (Sengupta and Mousumi, 2006).
The speed at which a business conducts its operations is a source of competitive advantage. Consequently, the structure adopted by the business can facilitate or impend quick business operations. Nahm, Vonderembse, and Koufteros (2003) conducted a study to examine the impact of organizational structure on time-based manufacturing and plant performance. Time-based manufacturing practices involve the degree to which procedures and processes are changed to achieve a faster response to customer needs (Nahm, et al. 2003). The study involved the examination of various structural dimensions which include the level of horizontal integration, the number of layers in the hierarchy, level of communication, the locus of decision making and the nature of formalization.
The firms investigated by the study used the organic structure where face – to- face interactions are encouraged, operations are based on teamwork and innovation and learning are emphasized. Using the feedback of 224 manufacturing companies, the study adopted various instruments to estimate the various dimensions of the organizational structure. The findings of the study disclosed that the number of layers in the hierarchy, the level of horizontal integration and the nature of formalization have a direct, positive and substantial effect on the level of communication and locus of decision-making.
The communication level and the locus of decision-making, in turn, have an affirmative, direct and significant impact on the time-based manufacturing process (Nahm, et al. 2003). It can be stated that the study by Nahm, et al. (2003), illuminates the fact that the structure of an organization can bring a positive impact on the speed at which organizations perform their activities. As noted from the study, the manufacturing firms in the study adopted an organic structure as opposed to the mechanic (inorganic) which can be associated with the traditional bureaucratic arrangement.
Mechanic paradigms are more appropriate in environments with routine technology and high levels of certainty. In addition, the inner structures adopt a functional, vertical, and bureaucratic arrangement. The effect of such frameworks is that the process cannot be implemented speedily due to complexities that arise from long communication procedures and the locus of decision-making. By implementing the organic structure which encourages direct interaction between the workers and the management, innovation, and teamwork, it is possible to enhance faster working processes as validated by the research conducted by Nahm, et al.