Leader – machinery and organizational structure

Organizations are defined by McShane and Von Glinow as "groups of people working intermittently for any purpose" (McShane, Von Glinow, 2012, page 5). In order for these groups of people to achieve their successful goals and goals, there must be a lot of strategic coordination among those who facilitate effective and effective cooperation. This necessary coordination reflects planning, which can be classified as either mechanical or organic (McShane, Von Glinow, 2012).

Mechanical and Organic Structural Characteristics

Mechanical structure is characterized by narrow control strength, which indicates high and vertical structure with many hierarchical laws. Authority in mechanical engineering is centralized by energy held at the top of the institutions. They usually have a lot of formal morphology, with lots of standards, rules and procedures. The flow of communication is like the structure, vertical instead of horizontal. Biological structure is exactly the opposite. It has a wide span of control, which makes the structure horizontal and flatter.

Decision is divided into the agency. Instead of the standard, organic organizations are highly informal and flexible, with higher horizontal communication flows (McShane, Von Glinow, 2012).

Choosing the Best Organization

To some extent, both types of structures are necessary in all institutions. It is the internal and external environmental activity of the organization that determines the degree of mechanical or biological characteristics that are most appropriate at each stage of life planning. Most organizations start in a very simple form and become more complex when they grow and expand. Having a smaller number of customers, employees and product lines creates a reliable stable environment, as the hardware works best.

Stability is an ideal season for standardizing procedures and establishing rules and operational policies that create a basic framework for the organization to operate. With fewer employees, the governance can be narrower and higher, and more closely monitored while employees are deployed in specialized roles during this cruel start-up period that could last for several years. This higher hierarchical structure also facilitates central decision making, which is appropriate at the time when organizations are developing culture and establishing their positions within the relevant industries.

As organizations grow, Daft and Marcic (2011) describe two major changes that create the need for organic lean structure. The first event is the result of increased customers, product lines and / or a number of services available, which means that the agency needs to hire more employees. Increased customer requirements also require specialized customer service, which means more departments. New faculties will need to create a new role for those departments. New product lines will create a need for more knowledge of the environment and legal rules regarding these products. All of these new challenges may need to change standardized methods to match new requirements, which are increasingly underestimating carefully planned routine procedures and mechanical engineering policies (Daft, Marcic, 2011).

Organizational growth is characterized by rapid change and creates the need for greater coordination through the organization. The co-ordination reflects the quality of employee and department co-operation, which is better facilitated by more organizational structure in accordance with organic structure. It means planning with people's groups and networks and increasing the capacity of horizontal communication that encourages information sharing, which inevitably empowers employees in lower places to make the best and fastest decisions in a fast-paced environment. It does not completely reduce the need for the vertical dimension, but it creates the requirement for a more horizontal dimension (Daft, Marcic, 2011).

How Both Buildings Work Together

National American University (NAU) is a good example of why organizations need both vertical and horizontal issues. Their vertical dimension consists of their management and those who manage the company's executive management actions and report to shareholders. This dimension also extends to operational departments that are responsible for environmental factors, such as federal rules. Because the university has both physical facilities and real facilities, they must comply with state and local government regulations, as well as adhere to the safety rules for the internet. These are all areas that have a vertical sphere of the building. Its horizontal dimension is more appropriate for providing its students and staff with personal services. Management of the financial and academic needs of students and employees requires a great deal of cooperation between departments.


While organizations can strengthen one structure more than the other, both mechanical and organic organizations are necessary for organizations to achieve their goals. As organizations grow and change to meet rapidly changing environmental factors, they must be able to change their structure in a changing environment. Adaptation may need to increase the scope of management to enhance the quality of co-operation; It may include reducing formal form by abandoning or changing policies and procedures and other regular operations that no longer operate in more complex environments. and it may involve strengthening employees among positions and files, with the will to open share information and authority.


Daft, RL, Marcic D. (2011). Understanding of management 7th issue. South-Western Cengage Learning. Mason, OH 45040.

McShane, SL, Von Glinow, MA (2012). Organizational behavior. McGraw-Hill Companies, Inc. New York, NY. 10020


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