Essays on Organizational Structures in the Education Sector of Finland and the UAE Case Study

Download full paperFile format: .doc, available for editing

The paper "Organizational Structures in the Education Sector of Finland and the UAE" is a perfect example of a business case study.   It is important for organizations to be aware of any change happening in their operating environment which may increase complexity. Similarly, it is increasingly becoming important for a manager to monitor closely these changes happening internally and externally so that the organization can achieve success and survive the change. The ability of an organization to survive a turbulent global environment where competition and customer needs are constantly evolving is dependent on the ability of its top managers to define clear goals that will guarantee success. This paper discusses the complexity associated with adopting different organizational structures and different theories which explain the origin of organizational structures.

It also discusses the different organizational structures in the education sector of Finland and the UAE. Keywords Organizational Complexity, Matrix, Functional Structure, Divisional Structure, Chaos theory, Systems theory, Complexity theory, Diversity, Ambiguity and Change Introduction Understanding organizational complexity is increasingly becoming an important concept for managers, due to the challenges brought about by globalization, accessibility to more information, changes in the socio-political and economic operating environment.

In response to these external changes, organizations try to adjust by changing its structures, processes and policies. Similarly, globalization has substantially eased the flow of people and knowledge from one part of the world to the other, sometimes demolishing trade boundaries and forming larger blocks that allow free flow of factors of production. This realignment in the trading environment has come at a cost where the organization has to mirror the external environment so as to survive. As organizations try to increase their market share by venturing in other trading blocks, developing new production techniques and embracing new regulations in other markets, they often tend to complicate otherwise simple structures and policies.

Organizational complexity has been defined as the number of activities or sub-systems within an organization, with the dimensions of vertical or number of levels; horizontal or number of units, departments and divisions; the number of geographic locations (Daft, 1992).


Styhre, A. (2002). Non-linear change in organizations: organization change management

informed by complexity theory. Leadership & Organization Development Journal.

Marion, R. (1999). The edge of chaos. Thousand Oaks, CA: Sage.

Daft, R. L. (1992). Organization theory and design (4th ed.). St. Paul, MN: West Publishing.

Martha, M, Ulrich.S & Wolfgang A.(2002). Perspective for Managers.

McKenzie, C., and K. James. 2004. “Aesthetic as an aid to understanding complex systems and decision judgement in operating complex systems”. Emergence: Complexity & Organizations, Special Double Issue.

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