Organizational Change and Management

Organizations have set goals and objectives that should be achieved within a specified period. For organizations to achieve them, they should have structures that would ensure that the needed activities are done in the desired way. Maguire (2012) defines the organizational structure as the way in which people are grouped to get work done in a firm. It forms the basis for the development of an effective relationship between different stakeholders such as managers and the employees. Organizational structures can be grouped into different types that include matrix, functional, and divisional structures among others. Evidence shows that the type of structure used in an organization influences its members significantly.

Organizational structures affect job satisfaction among the staff of a firm. According to a literature review performed by Thomas (2015), it became evident that nurses who worked in hospitals where decentralization was used in task execution and decision making reported high levels of job satisfaction. According to them, centralization provided nurses with their desired autonomy that resulted in their increased productivity and satisfaction with their job. When this occurs, employees are ready to explore new ways of executing their assigned responsibilities and take up new tasks (Baligh, 2006). The review also showed that organic structure was associated with high productivity among the employees. This is attributed to the alignment of the structure's practices with employees' personality variables such as the need for achievement, autonomy, and dominance (Thomas, 2015). In a similar study, Sollund (2006) found that enterprises that had organic and mechanistic structures were associated with high rate of job satisfaction among female employees due to structure's focus on organizational commitment, inclusiveness in decision-making, and promotion.

A structure adopted by any firm encompasses three main dimensions. It can either have organic, mechanistic, or bureaucratic dimensions depending on aspects such as the levels of formalization, centralization, and complexity (Srivastava, 2005). Each of these dimensions has a direct effect on employee behavior. For example, employees are highly likely to work under strict policies and play a minimum role in making decisions related to their firm in organizations characterized by mechanistic structures. In these structures, enterprises have highly complex, centralized, and formalized environments where... This also applies to the bureaucratic dimension where senior level managers make decisions for other the other stakeholders to follow (Buhler, 2011). When adopted, they are associated with employee behaviors such as low morale, motivation, and job satisfaction that lowers productivity and increases the rate of employee turnover (Srivastava, 2005).
Organizational structures also have considerable effects on employees' adaptive behaviors and performances. Adaptive behavior refers to those that individuals use to adjust to a new behavior or situation. A study by Kanten, Kanten, and Gurlek (2015) to investigate the effect of organizational structure on employee adaptive behavior, performance, and job commitment showed that different types of organizational structures affect employee behavior in varying ways. In specific, they found that organic organizational and mechanistic structures have no effect on employee adaptive behaviors and performance. This implied that the ability of the employees to respond to new changes in their firms is relatively reduced. However, organizations with learning organizational structures enjoy the benefits of positive adaptive behaviors and performance from their employees since they are highly motivated and autonomous to take new responsibilities in the firm. Therefore, the authors recommend the need for the use of learning organizations in organic and mechanistic structures as a way of improving the employee adaptive performance and behaviors (Kanten et al., 2015). In this case, learning structure will play the mediating role in these two structures.

The type of structure within an organization also influences the attitude the employees have towards their managers and other organizational stakeholders. Schminke, Cropanzano, and Rupp (2002) hypothesized in their study that dimensions of organizational structure that included size, formalization, centralization, and complexity influence the perception of the employees towards procedural, distributive, and interactional fairness. As asserted by them, organizational structures such as learning structures where the focus is on individuals at the lower organizational levels are characterized by positive perception towards different organizational aspects used in promoting fairness. This is contrary to what is associated with organizational structures such as bureaucracy where the focus is on individuals at the high organizational levels. Therefore,…