Structural Frame

Structural Frame

The structural frame starts with the assumptions that an organization should have a rigid organizational structure to it. Think of it like the construction of a building, when you first build the foundation and follow it up with the I-beams for the core structure. People that believe in the structural frame think that by following the rigid organization structure they create will minimize personnel issues and increase efficiency.

The structural frame has a lot of similarities with scientific theory where logic and mathematically defined efficiency are a focus over flexibility or camaraderie. This frame operates on the theory that rigidly defined tasks are good for people and that members of the organizations prefer not to have uncertainty in the expectations and tasks that their jobs comprise of.

Six Assumptions of Structural Frame

• Organizations exist to achieve established goals and objectives

• Organizations increase efficiency and enhance performance through specialization and appropriate division of labor 
• Suitable forms of coordination and control ensure that diverse efforts of individuals and units mesh.
• Structures must be designed to fit an organization’s current circumstances (goals, technology, workforce, and environment).
• Problems arise and performance suffers from structural deficiencies (remedied with analysis and restructuring) 
• BOTH ENHANCES AND CONSTRAINS AN ORGANIZATION

The two general types of organizational orientation are vertical and lateral coordination. Vertical coordination is essentially a system where all decisions are made at the top level in order to makes sure everyone stays on task and only does what they are responsible for. This can lead to issues with team members due to poor engagement and loss of motivation due to lack of latitude in the workplace. 

Lateral coordination is more about creating and then maintaining intergroup relations to tackle problems. Taskforces are often created in order to deal with specific tasks. This approach leads to better autonomy among employees, but is generally more costly than vertical coordination.

Neither of these coordination styles are the best and only answer, often companies create their own structure based upon combining these broad ideas into a particular structure for their organization.

A general Conceptual model of organizational structure is the Mintzberg’s Fives

This diagram shows the core systems of any organization and the Mintzberg’s Fives uses diagrams to illustrate how a particular organization structures itself. In general, the operating core is the office worker regardless of tenure; the middle line refers to middle management, while the strategic apex would be upper management like the CEO. Techno structure refers to IT and information services and support staff deals with the general day to day operations that do not involve business like maintanence or staffing a cafeteria.