Organizational Structure, Control, and Culture

Organizational Structure, Control, and Culture




Organizational Structure, Control, and Culture


Organizational structures determine the manner in which tasks are allocated, coordinated, and supervised according to particular organizational aims and objectives. It can also be considered as the viewing perspective of the organization’s environment and its endeavors. The structure helps determine the standard in which operational procedures are carried out and the routine rests. It also helps individuals take part in the decision-making processes and to a further extent, the manner in which the views form the organization’s actions. Organizational control is concerned with the establishment and maintenance of authority within the enterprise and throughout its mandate. Analysis of data on the employee functions and business are vital for administrative execution of decisions. Organizational culture is the manner of behaviors as depicted by all the humans involved in the organization’s proceedings. In order for an organization’s culture to be represented, the overall values, vision, beliefs, assumptions, and habits are considered. The conduct of the above facets are thus carried out in a routine basis on new members and maintained as an identity of the organization. The structure, controls and culture of an organization differ in small manufacturing company, a chain store, a high-technology company and that of a big four accounting firm.


A small manufacturing company can consist of the expertise and experience of the structural outlay. In terms of the positions, the chief executive officer holds the highest rank due to seniority and precedes by the research and development head the sales and marketing head, the manufacturing head and materials as well as engineering head. The control of the organization is down to overall hierarchy of decision-making, in that the chief executive officer holds the overall authority. Authority is passed down on a vertical basis down to the heads and the employees that follow (Cavanaugh, 2009). The organizational culture is bases its values on a simplistic vision of increasing the output levels and expected official mannerisms in the working place.

In a chain store, the organizational structure is based on the product structure. In this kind of structure, the chief executive officer is at the highest authority, followed by the heads of finance, marketing and sales, materials, research and developmental heads. The chief executive officer holds the absolute decision-making power but consults with the various heads according to the segmentation of the chain store. The manageable subunits derived enhance the communication, measurement of data analysis and the problem solving approach in an upward trend. The organizational structure in such an enterprise is in a clan-type culture. The hierarchies determine the official visions and the employees’ conduct themselves in achieving the objectives.

The organizational structure in a high technology company is reminiscent of a functional structure. The quest of increasing value-chain of the technological product determines the executive authority. In this regard, the absolute head is the chief executive officer supported by the departmental heads on matters of management. The organizational control determines the groupings of individuals according to the common expertise as regards the technology in production. Similar tasks and equipment use help in analysis of data and decision-making of the enterprise (Sitkin, Cardinal, and Frankema, 2010). In addition, the determinants of the above function towards the set objectives. In terms of the organizational culture, the hierarchical culture is synonymous with such an enterprise as the efficiency of goods and service production is paramount.

A big four accounting firm is characterized by market structure. It is the intended gaining of competitive advantage of the firm towards its wide range of customers on the needs and distinct strategies. In this structure, there is absolutely no regard on the product, rather, the customer is held with the high focus. The managers of the accounting firm are brought closer to the groups of customers according to the targeted goals and objectives. The control is based with analysis of the performance of the individual members and outcome of the results. Argyris (2012) argues that in the organizational culture, a strict code of conduct in the employee-customer basis is ensured according to the level of professionalism.


The aims, objectives, and goals of an organization determine the manner in which tasks are allocated, coordinated, and supervised. The structure helps determine the standard in which operational procedures are carried out and the routine rests. Structures differ in terms of the objectivity, functionality, and results in the particular enterprise. For example, a functional structure is concerned with the value-chain advantage on the side of the customer while market structure focuses on the specialty of each expertise in the organization. Product structure is aligned with the result derived from the operations while geographical structure is concerned with the location of the expansions and activities of the organization. Strategic control systems are laced with the overall imprint of the authority. Personal control is adept to interactions while output is primarily on the estimates of expected returns. Behavior control and standardization are also parts of the analysis of data and execution of management in an organization. Organizational culture determines the behavior, vision, and execution of the enterprise standards and is categorical on the execution of activities. . The structure, controls and culture of an organization differ in small manufacturing company, a chain store, a high-technology company and that of a big four accounting firm.



Argyris, C. (2012). Organizational traps: Leadership, culture, organizational design. Oxford: Oxford University Press.

Cavanaugh, J. (2009). Organizational structure. University Park, Pa.: Pennsylvania State University.

Sitkin, S. B., Cardinal, L. B., & Frankema, K. (2010). Organizational control. Cambridge: Cambridge University Press.



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