IMPACT OF ORGANIZATIONAL STRUCTURE ON INTERPERSONAL RELATIONSHIP IN LARGE ORGANIZATION
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IMPACT OF ORGANIZATIONAL STRUCTURE ON INTERPERSONAL RELATIONSHIP IN LARGE ORGANIZATION
CHAPITRE 1
1.1 BACKGROUND OF THE STUDY
One of the critical actions necessary for target achievement is the construction of management structures for project management. Shaker (2003) says in a book review of Peter Drucker’s works that management is the job of getting things done through other people.
Essentially, this entails the following characteristics of arranging organisational concerns for performance: Recruiting Managers with Leadership Potential, Recruiting competent and relevant personnel,
Assigning tasks to individuals in order for the project to be completed successfully, Creating distinct delegated authorities Creating effective communication channels.
Because these described duties are involved with internal organisational operations, it may be claimed that they are entirely for the purpose of increasing organisational performance. According to Kotnour (2000), several internal organisational issues,
such as organisational learning practises, also contribute to project success. The ability of the manager to design specific tactics within the organisation increases the likelihood of project success. The purpose of this study is to look into the impact of organisational structure on interpersonal relationships in large organisations.
1.2 STATEMENT OF THE PROBLEM
The research problem is to analyse the impact of organisational structure on interpersonal relationships in large organisations.
The study’s goal is to examine organisational structure and identify its functionality in order to improve interpersonal relationships in huge organisations.
1.3 RESEARCH QUESTIONS
1 What is the nature of organisational structure?
2 What are the different types and how do they work?
3 What effect does organisational structure have on interpersonal relationships in large organisations?
1.4 OBJECTIVE OF THE RESEARCH
1 TO DETERMINE THE NATURE OF THE ORGANIZATION’S STRUCTURE
2 To assess the types and functioning
3 To assess the effect of organisational structure on interpersonal relationships in large organisations.
1.5 THE ISIGNIFICANCE OF THE STUDY
The study will envision organisational structure as a unifying factor in developing interpersonal relationships in large organisations in order to achieve organisational goals and objectives.
1.6 HYPOTHESIS STATEMENT
H0 Organisational structure is unimportant in large organisations.
In large organisations, the H1 organisational structure is important.
H0 In huge organisations, the level of interpersonal relationships is minimal.
H1 In huge organisations, the level of interpersonal relationships is considerable.
H0 In large organisations, the impact of organisational structure on interpersonal relationships is minimal.
H1 In large organisations, organisational structure has a significant impact on human relationships.
1.7 SCOPE OF THE STUDY
The study examines the impact of organisational structure on interpersonal relationships in large organisations.
1.8. DEFINITION OF TERMS
THE STRUCTURE OF AN ORGANISATION
Mintzberg (1983) defines organisational structure as “…the sum of all its labour divided into distinct tasks and then coordinated among these tasks.” The best organisational structure does not exist.
The reason for the organization’s existence must be carefully considered, and Mintzberg (1983) indicates that the structure should be chosen to create internal harmony as well as alignment with the organization’s condition (Hatch, 2006; Mintzberg, 1983).
FORMALISATION
Pugh et al. 1968 define formalisation as the emphasis placed on following rules and procedures when performing one’s job.
Formalisation decreases misunderstanding since employees know what they are expected to perform throughout product development, which aids in the coordination of effort and facilitates productive conversations between management (Thompson 1967).
Furthermore, formalisation creates managers’ expected roles and information flows from their counterpartson product development initiatives (Moenaert and Souder 1990a).
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