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Despite the fact that they vary from one structure to another depending on the organizational objectives, organizational structures determine the particular modes involving the operation and performance of an organization. Considering the significant role played by organizational structures in determining the achievement of organizational objectives, this paper discusses IBM’s organizational structure and the various aspects attributed to it.
Organizational structure has two major roles in an organization, in which it provides the foundational structure for establishing the standard operating procedures and routines and how particular individuals get to participate in the decision-making process in an extent of their view to shape the organization in a particular manner (Cordes, 2003). In such, organizational structure allows for the expressed allocation of duties and responsibilities for further actions based on functions and processes to different entities within the organization such as departments, groups, or even to individuals. A particular organizational structure used by an organization determines the organization’s success or failure.
Different organizational structures exist for an organization to adopt and implement, depending on the objectives of a particular organization. IBM Inc. on its part works with a matrix organizational structure, which has both a functional and divisional aspects all incorporated into the organization’s operations. As such the functional aspects involves the grouping of individuals depending on their expertise, resources, and experiences to perform specialized tasks, whereas the divisional aspect involves divisions of operation such as product lines and markets, all channeled towards meeting IBM’s goals and objectives (Massa, 1993). Previously, IBM had a flat organizational structure, with little distinction between the executives and the lower-level employees.
The matrix organizational
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