Although there are usually no strict patterns in the governing structure of most of the businesses, all of them nonetheless share some degree of organizational design (May 2005). In doing so, to achieve different goals, complete various tasks, and meet specific requirements companies often rely on their staff as the most valuable commodity at their disposal. This realisation is the major cause behind the emergence and development of multiple organisational behaviour strategies and approaches. Thus, in this paper I will present a brief outline pertaining to both organisational design and behaviour as theoretically viewed separate and found in conjunction in everyday business practice.
Commonly defined as the study of individual behaviour and group dynamics of people at work that is scientifically undertaken with the aim of improving these characteristics (Expertscolum 2009), organisational behaviour (OB) focuses on three main levels. They are ordinary human behaviour in organisational settings, the interface between human behaviour and the organisation, and organisation itself (Griffin, R. /Moorehead, G. 2011, 4). Therefore, the individual level involves the assessment of how personality aspects like emotions, values; attitudes influence perception, motivation, and learning potential that are integral to effective decision making (Nelson, D. /Quick J. 2012, 79). To achieve it OB, though universally important for all members of a given organization, is crucial for managers (especially upper level and executive) as people endowed with proper knowledge, empowered with sustaining as well as developing the effectiveness of the organisational structure (Mayhew 2012). In order to it managers must fulfil 4 main functions of: planning, organizing, controlling, and leading their employees to attaining higher degrees of intra as well as interpersonal productivity (Green 2012). According to Minzberg these managerial roles can be divided into three main types in regards to their focus on the goals a particular business sets out to achieve and the issues that might arise in the process (Management at Work 2009).
Generally, sitting at the intersection of strategy, operations, law and HR, organizational design (OD) involves the creation of roles, processes and structures to ensure that the organization’s goals can be realized (Warren, N. 2012, 4). Simply put, OD falls into 3 different structure models of traditional, divisional, and matrix structure. Based on functional division and department traditional structure model strictly follows organizational rules and procedures and is characterized by having precise authority lines for all levels of management (Irani 2011). Divisional structure, on the other hand, is an organizational configuration that groups together employees responsible for a particular product type or market service according to workflow. Its advantage is the ability to increase staff flexibility, and it can also be broken down further into product, market, and geographic structures (Business Dictionary 2012). Lastly, matrix structure is a type of organisational structure combining traditional departments seen in functional structure with employing project teams. Thus, in matrix structure individuals work across teams and projects as well as within their own department or function.