Organizational Structures in the Modern World - Research Paper Example

? Organizational Structures of the Computer Sciences and Information Technology of the Concerned October 14, Organizational Structures Abstract Organizations are mostly configured as per specific structures aimed at accomplishing specific organizational goals. Hence, there is no denying the fact that the organizational structures play a pivotal role as to whether the specific organizations are able to meet their organizational goals or not. The earlier organizations were woven around hierarchical structures that no wonder stand to be anachronistic in the contemporary context where the storage, processing and exploitation of data play a key role in assuring organizational profitability and sustenance. The Metadata servers today enable the organizations to opt for a centralized storage, retrieval and sharing of data, which are more in tandem with the flat and lean organizational structures. Flat and lean organizational structures supported by Metadata servers do allow the organizations to lower costs, simplify systems support and to respect data integrity. Any operating organization needs to affiliate to a specific organizational structure in order to fulfill its organizational goals. The basic purpose of organizational structures is to support organizational hierarchy aimed at a systematic allocation and accomplishment of organizational functions (Dalton, Lawrence & Lorsch, 1991, p. 1). Hence, mostly it is possible to deduct the essential character of any organization and the values it adheres to by simply having a look at its organizational structure (Dalton, Lawrence & Lorsch, 1991, p. 1). Just a couple of decades ago, the organizations focused around a manufacturing mindset were affiliated to primarily hierarchical organizational structures which were strictly regimented with regards to facilitating access to information and allocating organizational functions. However, in the contemporary times, the success and viability of organizations depends on their ability to share and process data. Hence, organizations are left with no option, but to opt for flat and lean organizational structures dependent on centralized Metadata servers. Therefore, it will be really insightful to have a look at the more traditional organizational structures. As already said, the bureaucratic structures happened to be strictly hierarchical when it came to managing people. Hence, even in post bureaucratic structures, though the organizations showed a concern for new trends and ideas, still these organizational structures happened to be hierarchical in their approach. The Divisional organizational structures tended to segment the varied functional areas of organizations into divisions (Salaman, 2001). Each division functioned independently and had access to its own resources so as to fulfill the organizational goals allocated to it (Salaman, 2001). Though the divisional organizational structures allowed the organizations to meet the specific needs of each division more systematically, still such structures hampered the sharing and processing of information as the employees in each specific division worked independently (Salaman, 2001). Besides, the inability to benefit from the information retrieved from Metadata servers made the divisional organizational structures utterly unwieldy and costly to operate. Many organizations, especially the large organizations do prefer to opt for functional organizational structures where the organizations are segmented as per the respective functions (Salaman, 2001). Functional organizational structures do have their advantages in the sense that they enhance the efficiency of varied functional groups within organizations, thereby allowing for easy and rapid management of organizational issues and challenges. Yet, functional organizational structures failed to eliminate one serious flaw that was common to divisional structures, which was making way for a free and unhampered sharing of information and data. The modern organizations tried to get over this hurdle by opting for a hybrid of the divisional and functional organizational structures, called the matrix structure (Salaman, 2001). This approach allowed the organizations to reap the benefits facilitated by the two parent structures. Yet, matrix organizational servers are prone to power struggles as the organizations adopting them have dual managements, one functional and the other divisional. Considering the flaws of the existent organizational structures and motivated by the need to allow the personnel placed at varied levels have the requisite power and the authority to exploit the available information so as to facilitate organizational goals, the organizations began to see the advantages of flat and lean organizational structures (Salaman, 2001). Flat and lean organizational structures not only have minimal layers of management, but also allow the organizations to reap varied benefits like accomplishing cost savings, helping the personnel posted at varied levels easily adapt to changing circumstances, and making way for creativity and innovation (Salaman, 2001). One salient need of the flat and lean organizational structures is to go for a centralized storage, retrieval and processing of information, thereby allowing the employees at varied levels to exploit data to facilitate efficiency and opt for innovation, as and when required. Hence, flat and lean organizations readily blended with the concept of Metadata servers. The Metadata servers in flat and lean organizations not only allowed them to meet such needs and aspirations, but also extended varied advantages (Eden, 2002). Metadata servers in lean and flat organizations allow them to share, process, centrally manage and leverage information across the entire organizations. They simplified the systems support by extending easy information as to the format and source of any particular information, the changes that the information went through and how it can be or should be used (Eden, 2002). Metadata servers in flat and lean organizations also boosted information integrity and lowered the cost of managing information. However, it is imperative for organizations to inculcate a mindset that is process driven, akin to minimization of subdivisions, customer centric, focusing on teams rather than individuals when it comes to organizational performance, and encouraging of the accomplishment of varied competencies by the employees, so as to facilitate lean and flat organizational structures aimed at benefitting from a single source of integrated Metadata (Stewart, 1992). Hence, achieving lean and flat organizational structure happens to be a continual process rather than being a onetime accomplishment. With the passage of time, the emerging technologies are not only getting more versatile, but are replete with the possibilities that allow the modern organizations to gain a competitive edge through leveraging the available information. However, such technological opportunities do not gel with the more traditional and hierarchical organizational structures. So, going flat and lean and adapting to the current and emerging opportunities could make the organizations more efficient and profitable. References Dalton, Gene W, Lawrence, Paul R & Lorsch, Jay W. (1991). Organizational Structure and Design. Homewood, IL: Dorsey Press. Eden, Brad. (2002). Metadata and its Application. Library Technology Reports, 38(5), p. 1-15. Salaman, Graeme. (2001). Understanding Business Organizations. London: Routledge. Stewart, Thomas A. (1992, May 18). The Search for the Organization of Tomorrow. Fortune. Retrieved October 14, 2012, from http://money.cnn.com/magazines/fortune/fortune_archive/1992/05/18/76425/index.htm Read More