IMPACT OF ORGANIZATIONAL STRUCTURE ON INTERPERSONAL RELATIONSHIP IN LARGE ORGANISATION

CHAPTER   1

1.1    BACKGROUND OF THE  STUDY

The establishment of management structures for the management of a project is one of the important activities required for accomplishing goals. Shaker (2003) in a publication reviewing Peter Drucker books, who argues that management is the function, which involves getting things done through other people. Basically this involves the following, which are all aspects of setting organisation matters for performance: Getting Managers with leadership capabilities, Getting staff with competence and appropriate skills, Placing responsibilities on people for successful completion of the project, Establishing clear delegated authorities Defining proper communication lines. Since these outlined duties relate to the matters concerned with internal organisational running, it may be argued that they are solely for the purpose of improving only organisational performance. Kotnour (2000) asserts that some of the internal organisational matters such as organisational learning practices increase project success too. The tendency to have the project success increased therefore lies in the ability of the manager to develop certain strategies within the organisation. The research intends to investigate the impact of organizational structure on inter personal relationship in large organization

 

 

1.2   STATEMENT OF THE PROBLEM

      The problem confronting the research is an assessment of the impact of organizational structure on interpersonal relationship in large organization.the research intends to analyse organizational structure and determine its functionality to enhance interpersonal relationship in large organization.

 

 

1.3    RESEARCH QUESTION

     1    What constitute the nature of organization structure

     2    What are the types and functionality

     3    What is the impact of organizational structure on interpersonal relationship in large organisation

 

1.4     OBJECTIVE   OF THE RESEARCH

    1  TO   determine the nature of organization structure

    2   To appraise the types and funtionality

    3    To    determine the impact of organizational structure on interpersonal relationship in large organization

 

1.5       SIGNIFICANCE  OF THE STUDY

     The research shall project organization structure as a unifying factor in enhancing interpersonal

Relationship in large organization towards the realization of organizational aims and objective.

 

1.6      STATEMENT OF HYPOTHESIS

1   Ho   Organisational structure is not significant in large organization

     Hi   organizational structure is significant in large organization

 

1         Ho  The level of interpersonal relationship in large organization is low

Hi    The level of interpersonal relationship in large organization is high

 

2         Ho  The impact of organisational structure on interpersonal relationship in large organization is low

Hi   The impact of organizational structure on interpersonal relationship in large organization is high

 

1.7    SCOPE OF THE STUDY

       Th e research profers an assessment of the impact of organizational structure on interpersonal relationship in large organization

 

1.8     DEFINITION OF TERMS

ORGANISATION  STRUCTURE  DEFINED

. Mintzberg (1983) defines the organisational structure as; “…the sum of total in which its labour is divided into distinct tasks and then its coordination is achieved among these tasks.” There is no such thing as a best organisational structure. One needs to carefully consider the reason for why the organisation is there and Mintzberg (1983) means that the structure should be selected to achieve an internal harmony, as well as alignment with the organisation’s situation (Hatch, 2006; Mintzberg, 1983). 

FORMALISATION   DEFINED

Formalisation is defined as the emphasis placed on

following rules and procedures when performing one’s job (cf. Pugh et al. 1968).

Formalisation reduces confusion because staff know what they are expected to do

during product development and this helps coordinate effort, and facilitate productive

exchanges between managers (Thompson 1967). Further, formalisation establishes

managers’ role expectations and expected information flows from their counterparts

on product development projects (Moenaert and Souder 1990a).

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