Organizational structures and types of organizational charts

Organizational structures and organization charts, two interlocking concepts, are explored in this four-part text: an introduction; a theoretical study of organizational structures where you can see what they are, what are the different types of organizational structure and their main characteristics, the advantages and disadvantages of their application and how relationships and authority affect the organization structure; an exploration of the organization chart concept, its purpose, functions, advantages and other important aspects of this organizational design tool; and a practical application in which the organizational structure of an entity of the education sector in Venezuela is studied and analyzed.

Contents

Introduction Organizational Structures
- Importance of the organization Definition of Organizational Structure Models of organizational structures Relationships in the organization
The organization chart
- Definition Purpose Functions Advantages Disadvantages Content Classes The hierarchy
Practical application. Structure and organization chart of RedUlaConclusiónBibliografíaVideo-lesson. Structure and design of the organization

Introduction

The human being is social by nature. Their tendency to organize and cooperate in interdependent relationships is inherent. The history of humanity could be traced through the development of social organizations. The first organizations were the family and small nomadic tribes; then permanent villages and tribal communities were established. Later the feudal system and nations were created. This evolution of organizations has accelerated in recent years. Over the past century there have been dramatic changes in this field. Society has transformed from a predominantly agrarian form, where the family, small informal groups and small communities were important, to another of an industrial type, characterized by the supply of large formal organizations.

Groups and organizations constitute an important part of our existence. We are usually born into a family with the help of a medical organization, the hospital. We spend much of our lives in educational institutions. Informal groups arise spontaneously when several people with common interests agree (often implicitly) to achieve common goals: going out to the field or fishing. The organizations in which we work absorb a large part of our time and the formal or informal relationships that we establish in them, sometimes we extend them to our recreational activities such as bowling or soccer teams. It is evident that all of us, except the hermits, belong to a diversity of groups and organizations.

Organizations are not distant, impersonal phenomena; they are inexorably intertwined with our daily lives. They are everywhere and affect us all. Organizations include the informal social group or the athletic group, Howard Johnson restaurants, the Sierra Club, Toyota Motor Company, General Electric and the United Nations. They provide goods and services that people use. We are all members of an organizational society: people who cooperate in groups to achieve various objectives.

The human being is dynamic. It has created and destroyed civilizations; it has developed huge technological complexes; with his ingenuity he has used natural resources and caused profound alterations in the ecosystem. In addition, he has cut the umbilical cord with mother earth, since he has come and gone from the Moon. Future generations may witness travel to other planets in the solar system and even more distant. The greatness of scientific and technical advances surprises us. But a second analysis leads us to recognize a major underlying factor behind those achievements: the human capacity to create social organizations for the achievement of our purposes. The development of these organizations and the effective administration of them constitute one of the greatest achievements of man.

Although the conflicts between families and clans are evident, the group provides a means of protection and, therefore, of survival. The activities organized in our days range from informal groups to formal, highly structured groups. Military and religious activities were the first to become formal organizations. They developed very elaborate systems that have remained until the present, with some modifications. Government, commerce and education are other spheres of activities that formal organizations have developed to accomplish specific tasks. Man associates with many voluntary organizations in his spare time; some recreational, some philanthropic and others of a combined nature.

Many different definitions of organization have been developed, but they all have certain essential or fundamental elements. The behavior of organizations is oriented towards certain goals that group members know in some way. Organizations use knowledge and techniques to accomplish their tasks. The organization involves structural and integrated activities; that is, individuals who work together or cooperate in interdependent relationships. The notion of interrelation supposes a social system. Therefore, it can be said that organizations consist of:

goal-oriented arrangements, individuals with a purpose, psychosocial systems, individuals who work in groups, technological systems, individuals who use knowledge and techniques; and an integration of structured activities, individuals working together in structured relationships.

Organizational Structures

Every company necessarily consists of an organizational structure or a form of organization according to its needs (taking into account its strengths), by means of which the activities, processes and the operation of the company can be ordered.

It is important to know what kind of organizational structures the different companies use, to know why and how they work, what advantages and disadvantages they possess, what interest each pursues and if they accommodate the needs of organizations, in this way, work that we have developed covers the most important aspects of each of the business organization structures, their application and knowing how to adequately differentiate the characteristics of each one of them in order to be applied to the needs of companies today.

The secret of success in any field is in the organization, constant struggle to achieve the desired goal.

Importance of the organization

Organization has penetrated many forms of human activity, because the mutual dependence of individuals and protection against threats have fostered intense organizational activity in humanity over time. Governments, armies and institutions have studied the organization in order to improve it or make better use of it. The organization has been studied and there are many contributions in the administrative area.

However, it is of great importance that the act of organizing as a result an organization structure, which can be considered as the framework that holds together the various functions according to a scheme, which suggests order and harmonious relationships, in other In words, an important part of organizing is to harmonize a group of different personalities.

Definition of Organizational Structure

We understand by organizational structures the different design patterns to organize a company, in order to meet the proposed goals and achieve the desired objective.

To select an appropriate structure, it is necessary to understand that each company is different, and you can adopt the organizational structure that best suits your priorities and needs (that is, the structure must be coupled and respond to planning), in addition, “It must reflect the situation of the organization - for example, its age, size, type of production system, the degree to which its environment is complex and dynamic, etc. ”

In the search for the best form of company organization, four structures have been established: linear, matrix, circular by departmentalization and hybrid. Next we will study each of the above.

The existing competition, for the production of more and better goods and services, has caused organizations to worry more and more about making administrative procedures, production processes, and in general organizational structures more efficient.

Companies aware that organized and technified human work is the basis of "efficiency" in their activities, regardless of their nature (manufacturing, commercial, university, banking, hotel, government, etc.), have put special interest to the “organization” as a fundamental part of the administrative process.

Models of organizational structures

In general terms, a "model" is the representation of something, or as Jorge Etkin defined it. "In the most general sense, a set of elements is called a model, be these materials, graphic symbols, ideas or words that are used to represent a real phenomenon with a practical purpose"; Organizational structure models can be classified into four fundamental classes or types.

Formal organizational structures

A formal organization is one constituted by an official sanction to achieve certain objectives, sometimes it is cited as a hierarchy of positions; There are four basic components to formal organization:

work, which is divided.people who are assigned and perform this divided work.environment in which work is carried out.relationships between people or units work-people units.

The above can be better understood with the following reasoning:

Work is too much for one person to do, and must be divided to be performed by several. Distribution of work requires that it be divided, and I wish to achieve the advantages of specialization, while maintaining a healthy balance in the division so as not to create an environment of dissatisfaction at work.

All organization pretend to reach objetives. An organizational objective is a desired situation that the company tries to achieve, it is an image that the organization intends for the future. Upon reaching the objective, the image is no longer ideal and becomes real and current, therefore, the objective is no longer desired and another is sought to be achieved.

Now we are going to mention some definitions of the word Objetives.

Objective word comes from ob-jactum, which means "where our actions are directed." Objectives are written statements about results to be achieved in a given period. Objectives are the ends towards which the activity of a company is directed, the points The ends of planning, and even though they cannot be accepted as they are, establishing them requires considerable planning. Objective is sometimes conceived as the end point of an administrative program, whether it is stated in general or specific terms. hierarchies, and also form a network of desired outcomes and events. A company or another company is a system. If the goals are not interconnected and mutually supportive,People will follow paths that may seem good for their own function but that may be harmful for the company as a whole. Objectives must be rationally achievable and must depend on the strategy chosen. Objectives are an obligation that a company imposes. because it is necessary, essential for its existence.

Linear Structure

This form of organization is also known as simple and is characterized by the fact that it is used by small companies that are dedicated to generating one or few products in a specific field of the market. It is frequent that in the companies that use this type of organization, the owner and the manager are one and the same.

Due to its shape, it is fast, flexible, low-cost maintenance and its accounting is clear; In addition, the relationship between superiors and subordinates is close and decision-making becomes agile. Likewise, it presents disadvantages such as the fact of specialization, “it is difficult to find a good manager since a general knowledge of the company is required, and very little time is spent on planning, research and control”

Because the authority is focused on a single person, who makes the decisions and assumes control, the employees are subject to the decisions of the manager or owner, carrying out the operations to meet the goals.

Matrix Structure

This structure consists of the grouping of human and material resources that are temporarily assigned to the different projects that are carried out, thus creating teams with members from various areas of the organization with a common goal: The Project, leaving exist with the conclusion of it.

The employees within the matrix have two bosses; a function chief: who is the head of the function, that is, who is informed about matters related to functional aspects; and the Project Manager who is responsible for individual projects, all employees who work on a project team are called sub-project managers and are responsible for managing coordination and communication between functions and projects.

Not all companies are suitable to develop this type of organization, so it is necessary to take into account the following conditions:

organization and coordination and information processing. You need to have good capital. You need a balance of power between the functional aspects and projects of the organization, and a double authority structure is required to maintain that balance.

Advantages of the matrix structure

It allows to gather several experts in a team, this leads to a very low hierarchy and it finds greater flexibility and autonomy in the organization. It helps to mitigate conflicts between the objectives generated by the different functional areas of the organization. Members tend to Motivate yourself more. It serves for the training of quarry (site that provides people or elements for the exercise of a job or profession) of Bosses. It contributes to increasing the involvement and commitment of the members of the teams. It is oriented to the final results; professional identification is maintained. Accurately identify the responsibility of each boss.

Disadvantages of the matrix structure

The double flow of authority sometimes causes conflicts. It can cause stress on team members by having to be accountable to 2 managers. Its bureaucratic operating costs are quite high because it invests a lot in training its employees and therefore it must also raise wages. Authority, priority setting, and resource utilization between functional and project managers are not well defined.

Structure by departmentalization

This structure consists, as its name implies, in creating departments within an organization; This creation is generally based on the job functions performed, the product or service offered, the target buyer or client, the geographic territory covered and the process used to convert inputs into products.

The method or methods used should reflect the grouping that would best contribute to achieving the organization's objectives and the goals of each department. According to the above, departmentalization can occur in several ways:

to. Functional

A company that is functionally organized separates work based on steps, processes or activities that are carried out to obtain a certain final result.

Advantage

It clearly identifies and assigns responsibilities regarding the essential functions for the survival of the organization. Bringing people and units together on the basis of the work they do increases opportunities to use more specialized machinery and much more qualified personnel. who perform work and face similar problems, provide each other with social and emotional support. Reduce duplication of team and effort. Constitute a flexible form of organization; more quickly it will be possible to increase or decrease the personnel; New products and territories can be added, and in turn be deleted. It represents an organizational form easily understood or understood by at least the people who live in our culture.Top executives know the local conditions and can quickly serve customers in their area. Provides good training for potential managers.

Disadvantages

When this organization exists, people are more concerned with the work of their unit than with the service or product in general that is provided or sold, this causes an organizational sub-optimization. People who perform different functions will have to be separated from each other, affecting coordination that flows from one function to another.

The functions are divided among the employees according to the specialization that each of them has and are grouped according to each of the different fields of action; In turn, each of these fields has a manager who is responsible for assigning tasks and ensuring that they are carried out correctly. Finally we find a general manager who is in charge of coordinating all the functions and responsibilities to achieve the goals of the organization.

b. By Product

It is organized according to what is produced whether they are goods or services; This form of organization is used in large companies where each unit that handles a product is called "divisions", they have subunits necessary for their operation.

Advantage:

Focuses attention on the product obtained by facilitating coordination between the various specialties, in order to meet the deadlines for product delivery, as well as the specifications. It allows coordination and integration problems to be detected as soon as possible and Give them a quick fix.Insulating problems concerning one product from the others and preventing one function problems from interfering with all products.Allows the use of specialized material handling equipment, as well as specialized systems of communications.

Disadvantages

It reduces the opportunity to use specialized equipment or personnel. Communication between specialists is hindered, since they now present their services in different units. It is difficult for a company to adapt to sudden changes in volume or to adapt to changes in products or services, as well as new products or services.

In this structure the employees of the organization are divided into groups and each group is responsible for the production of a specific product, in addition each group has a specialist for each function and a manager who is responsible for supervising the process that is carried out to obtain the product or service and also send a report to the general president of the company about the evolution of this process, this general president is responsible for supervising that each manager adequately performs their work and sets the goals of the company.

c. By Territory

This occurs since some companies find that their operations are better adapted to large organizational chains based on certain geographical areas where their company has coverage, such as large hotel chains, telephone companies, among others, that are divided and organized. based on your location. They also appear in companies whose main activities are sales.

In this there is a central axis of control, however the organization in each area forms its own departments to satisfy its requirements.

Advantages:

The organization can adapt to the specific needs of its region. It provides greater control because there are several regional hierarchies that assume the work previously carried out by a single centralized hierarchy. People in separate organizations make decisions quickly to their needs.

It also has a disadvantage and is that it hinders integration between the different geographical divisions.

d. By Clients:

The particular type of clients that an organization seeks to reach can also be used to group employees. The base of this departmentalization is in the assumption that the clients in each group have common problems and needs that can be solved by having departmental specialists for each one.

Here the client is the central axis, the organization adapts and is subdivided, grouping the personnel to fulfill the necessary functions to satisfy the needs of each type of client.

Advantage:

It takes advantage of the time and effectiveness of the seller (or promoter) that is limited to managing a group of clients with similar characteristics. It achieves greater specialization in the seller (or promoter) regarding the knowledge and way of operating of its clients. Relatively decreases the costs provided by communications, since they can be set in relation to each type of client.

Disadvantages:

Difficulty coordinating with departments organized on other bases, with constant pressure from managers requesting exceptions and special treatment. Sometimes certain types of customers can be reduced or increased, either due to economic recessions where retail stores tend to decrease and On the contrary, very small businesses increase, this requires more sellers but the degree of efficiency of them decreases.

Circular Structure

They are those where the levels of authority are represented in concentric, formed circles; by a central square, which corresponds to the highest authority of the company, and around it circles that constitute a level of organization.

In each of these circles, the immediate leaders are placed, and they are linked to the lines that represent the channels of authority and responsibility.

Advantage:

They point out very well, almost forcing it, the importance of hierarchical levels. They eliminate, or at least diminish, the idea of higher or lower status. They allow placing more positions at the same level.

Disadvantages

Sometimes they are confusing and difficult to read. They do not allow to easily place levels where there is only one official. Too hard levels.

Hybrid Structure

This structure, brings together some of the important characteristics of the structures previously seen, the structure of an organization can be multi-approach, since it uses criteria of products and function or product and geography at the same time.

This type of structuring is mainly used when companies grow and have several products or markets, it is characteristic that the main functions for each product or market are decentralized and organized in specific units. In addition, some functions are also centralized and located in central offices. whose function is relatively stable and requires economies of scale and deep specialization. When functional and divisional structure characteristics are combined, organizations can take advantage of each other's strengths and avoid some of its weaknesses.

Advantage

Allows the organization to pursue adaptability and effectiveness within product divisions, as well as efficiency in functional departments. Provides good alignment between product division and corporate goals. Product groupings mean effective coordination within divisions., and the central functional departments provide coordination across all divisions.

Disadvantages

Some of the organizations accumulate corporate staff to oversee divisions, generating indirect administrative costs that can increase as headquarters personnel grow. When decisions become more centralized and product divisions lose their ability to respond quickly to changes in the market. Conflicts are created between corporate and divisional personnel.

Monofunctional Structures

It is characterized by the concentration of authority in a person or group of people who are, in most cases, founders of the company, who deal with all the decisions and operation of the Organizational structure; This type of structure is shown graphically in the following organization chart.

Figure No. 1 (Organizational chart of monofunctional structure).

Hierarchical structure

Also known as functional departmentalization, it is the most widespread and used since it represents the structural organization. This structure, it could be called traditional since it predominates in most of the organizations, both private and public, is based on the principles of classical theory; A graphic example of this type of structure is as follows:

Figure No. 2 Organization chart of hierarchical structure

Decentralized structure

This model is an evolution and a variation of the hierarchical and functional model that was described in the previous paragraph, among its own characteristics is the decision-making entrusted to a plurality of autonomous divisions based on product lines and / or territories, leaving the strategic decisions at high levels and tactical decisions at autonomous divisions, advisory bodies for high levels are increased.

Non-pyramidal structures

They are structures arising from the limitations of pyramid structures in the face of the organizational challenges of large organizations, these structures are based on matrices which are formed with the vertical lines of authority and the horizontal line of responsibility for a specific project, in the intersection of the lines gives a contribution or support of a functional nature, since, for example, the finance manager supports, in that area of specialty, the person in charge of a certain project, in which he maintains authority over the entire process. For this reason they are also known as "matrixes, by teams or by projects". The following figure (Figure No.3) corresponds to an "Organization chart with a non-pyramidal structure".

Relationships in the organization

We consider important for the elaboration of the administrative manuals, the detailed analysis of the Organizational relations, since these are in themselves, those that through the manuals, are normed and regulated for the achievement of the objectives of the structure.

Knowledge of relationships can give the analyst a clear picture on which to prepare administrative manuals.

As we will see in this chapter, there are many types of authority. They are used to make the operation of the formal organization feasible.

Managers need different decision-making powers, to make group efforts meaningful and effective in achieving specific goals. These types of authority, which extend throughout the structure of the organization, give rise to various relationships between managers and organizational units.

Formal relationships

Thus, the relationships that occur within the Organizational structure are considered, and that allow the functions and activities to be carried out, establishing authority and hierarchies, that is, relationships between superiors and subordinates, between people of the same level or in the department at different levels, between people who belong to the company and those who are outside it.

The relations of authority from superior to subordinate, by means of which that delegate authority in this one, who in turn delegates it to another, and so on, form a line that goes from the top to the bottom of the organic structure.

The authority thus formed has given rise to the expression "line authority". This line of authority consists of a continuous series of levels of authority or ranges that constitute the existing hierarchies in all kinds of organizations.

Linear authority is easily understood by company personnel. A superior directly commands subordinates, this is the essence of linear authority. The relations of authority are then a direct line between the superior and the subordinates, each one knows from whom he receives orders and to whom he must inform.

On the other hand, and in support of the executive levels, there is the "staff authority".

In most companies, the use of the term staff in organizational structures may be due to the need for help in handling the data necessary for decision-making; that is, staff officers help line officers to carry out their administrative functions. This is why staff officials are frequently assigned an “authority of ideas” and line officials an “authority to give orders”.

As an example of the interrelation of linear authority and staff authority we can see it in the following diagram:

Non-formal relationships

They are all the relationships established between the multiple organizational units and that represent relationships that are not marked or linked to the Organizational structure, but that represent an important support for formal relationships to achieve the established objectives.

Roles, activities, duties, responsibilities and authority in the organization

In order to have a better understanding of the terminology used in the elaboration of administrative manuals, in this section we will analyze the most used terms in their formulation;

The functions

The functions represent the actions carried out by the company, the grouping of related activities, expressed in a generic way, that is, an outline of the tasks carried out by the organization to achieve its goals.

The activities

They are the amount of specific work that a person must do to perform one or more functions, for a better understanding of this term and that of the functions, we present a practical example:

Function.- purchase of materials.

Activity.- price of materials.

Obligations or duties

We must understand these terms as "the activities that must be carried out by a person who occupies a position within the Organizational structure."

The responsibilities

We can define responsibility as the personal obligation (so it cannot be delegated) to answer for the execution of the assigned duties, the responsibilities are described in the organization manuals; Managers themselves must contribute to this by beginning by formulating their own responsibilities, thereby contributing to maintaining hierarchy and discipline.

The authority

It is the right of one person to demand of another to fulfill certain duties. This right is represented in the models of formal organizational structures, that is, moral authority. It is important that the person who holds formal authority also has formal authority since this allows subordinates to accept both.

In conclusion, authority is the right to demand of subordinates based on the formal position; this authority is impersonal and is derived from the position and not from the individual; instead informal authority comes from personal capacity and attributes (advisers, leaders, etc.)

Division of labor

The division of labor dates back to the history of man himself, since in the first forms of grouping there was the distribution of tasks in the family, the tribe, and in the first towns, therefore, man has understood that the organization of groups is based on division of labor. Groups of people who work together in a participatory and coordinated way achieve better results in achieving their goals. This is known as “synergy”.

We can define the division of labor as "the separation and delimitation of activities in order to carry out a function with the greatest precision, efficiency and with the least effort, leading to specialization in work." The graphic representation of the division at work (organizational charts) allows visualizing the degree of specialization of the areas of the company.

If we analyze the division of labor in companies, this is the result of internal and external factors, such as:

of grouping the different activities. specialization, which promotes productivity. technological development. geographical factor, which defines the type of work for particular areas. to make the factors of production more efficient.

Vertical division of labor

The vertical division of labor is based on the establishment of lines of authority and defines the levels that make up the functional organizational structure; This type of division allows a greater flow of information and more clearly establishes the lines of authority.

Horizontal division of labor

This type of division is based on the degree of specialization of the areas, positions and activities.

In both cases it is important to consider two requirements:

workload in the workload.

The reorganization

Organizational structures also have a useful life period, which is determined by internal factors, which cause their obsolescence, or in other cases, the growth of the same structure causes its inability to achieve the objectives for which it was created.

The symptoms of organizational structures for initiating a reorganization are as follows:

Internal:

Lack of clarity in the general objectives of the company, or in those of the areas in particular. Inadequate division of labor. Problems in the organizational organization. Very wide sections of control. Deficiency or lack of controls. Low productivity. Unscheduled growths. Problematic employment relationship.

External:

Scientific and technological advancement. Market situation. Political, economic, social and cultural system.

These symptoms should be observed and evaluated to make the decision to implement a reorganization process, a task that we suggest should be carried out by consultants from outside the organization, since their analysis and opinion will contain greater objectivity, experience and specialization.

The information obtained from this group of consultants must be carefully analyzed to establish a reorganization process or, where appropriate, the total change in the organizational structure. If there is a need to implement a reorganization process, the graphic representation of this would be the following figure.

Said process will be subject to the elimination of organizational problems, or symptoms as we call them in this chapter, so the process will be cyclical, each time the organization presents problems in its activities or functions.

Line-Staff Organization

It is the result of the combination of linear and functional organization to try to increase the advantages of these two types of organization and reduce their disadvantages by forming the so-called hierarchical-consultative organization.

Criteria for Differentiating Line and Staff

Relationship with the objectives of the organization: the activities are directly and intimately linked to the objectives of the organization or the body of which they are part, while the activities of the staff are associated indifferently.

Example: the organs of production and sales represent the basic and fundamental activities of the organization: the target activities the other complementary and secondary organs represent the medium activities. If there is any change in the organization's objectives, the line-staff structure will also change it.

Generally, all the line bodies are oriented towards the outside of the organization where their objectives are located, while the staff bodies are oriented inside to advise the other bodies, be they line or staff.

Types of authority: the line area has authority to execute and decide the main affairs of the organization. The staff area does not need that authority, since it is exercised on ideas or plans. Its activity is to think, plan, suggest, recommend, advise and provide specialized services.

The man on the line needs the staff to carry out his activities, while the man on the staff needs the line to implement his ideas and plans.

The main functions of the staff are:

Services and advice Monitoring and control

Staff functions can exist at any level of an organization from lowest to highest.

Characteristics of the Line-Staff Organization

Function of the linear structure with the functional structure, each organ responds to a single and unique superior organ; it is the principle of sole authority.

The department provides services and recommends approved candidates, and the sections make the final decision based on that recommendation. He cannot compel the other bodies to accept his services and recommendations, since he does not have line authority, but rather one of staff, that is, of advising and rendering specialized services.

Coexistence of formal lines of communication with direct lines of communication, there is a reconciliation of formal lines of communication between superiors and subordinates.

Separation between operational (executive) bodies and support (advisory) bodies, the line-staff organization represents an organizational model in which specialized bodies and groups of specialists advise line managers on some aspects of their activities.

Hierarchy versus specialization, the hierarchy (line) ensures command and discipline, while the specialization (staff) provides consulting and advisory services.

Organization Development Line-Staff

The line-staff organization is the evolution of the functional hierarchy against the division of labor in the organization. It depends on the development and breakdown of some consecutive phases:

1st Phase: there is no specialization of services.

2nd Phase: specialization of services in the section.

3rd Phase: begins the specialization of services in the department.

4th Phase: service activities, centralized in the department, are decentralized in the section

Advantages of the Line-Staff Organization

specialized and innovative advice, and maintains the principle of single, joint and coordinated authority of line bodies and staff bodies.

Disadvantages of the line-staff organization.

The line-staff organization has some disadvantages and limitations that do not affect the advantages it offers.

The staff advisor is generally a professionally trained technician, while the line name is formed in practice. The advisor generally has better academic training but less experience. The line staff may feel that the advisers want to take more and more lots of authority to increase your prestige and position.

In planning and recommending, the consultant assumes no immediate responsibility for the results of the plans he presents.

Since consulting represents high costs for the company, line personnel are always concerned with the financial results of the staff's contribution to the operations of the company, which leads to the advisers presenting many plans and ideas to justify their cost.. That conflict can be harmful when it triggers negative or sabotage actions, but it can also be very helpful.

Difficulty in obtaining and maintaining the dynamic balance between the line and staff.

Scope of the Line-Staff Organization

The line-staff organization has been the most widely applied and used form of organization in the world so far.

There is a tendency to consider organization and departmentalization as ends in themselves and to measure the effectiveness of organizational structures in terms of department clarity.

First of all, the levels are expensive. As they increase, more and more effort and money go into administration due to additional managers, advisory staff, and the need to coordinate departmental activities, plus facility costs for those staff. Second, departmental levels complicate communication. A company with many levels has greater difficulties in communicating. Goals, plans and policies in a downward direction due to the organizational structure than that in which the general manager communicates directly with his employees.

Finally, the existence of numerous departments and levels complicates planning and control. A plan that can be well defined and complete at the upper level loses coordination and clarity as it is subdivided into the lower levels. Control becomes more difficult as levels and managers are added, while at the same time the complexities of planning and communication difficulties make this control more important. Thus, the control span principle states that there is a limit to the number of subordinates that a manager can effectively supervise, but the exact number will depend on the impact of underlying factors that affect the difficulty and time requirements of the administration.

Factors that determine its amplitude.

There are several factors that materially influence the number of levels that are established, these are:

1. Training of the subordinate.

The better the training, the less the impact of the necessary relationships between superior and subordinate. Well-trained subordinates not only require less time from the manager, but also less contact with him.

2. Clarity of the delegation of authority.

Although training allows managers to reduce the frequency and duration of time consuming contacts, the main cause of the high time burden in superior-subordinate relationships has to be sought in a poorly designed and confusing organization.

If a manager clearly delegates authority to undertake a well-defined task, a well-trained subordinate can carry it out with a minimum of time and attention from the superior.

3. Clarity of plans.

Much of the nature of a subordinate's job is defined by the plans to be carried out, if they are well structured, if the authority to carry them out has been delegated and the subordinate understands what is expected, less supervision will be needed.

4. Use of objective standards.

A manager must find out, through personal observation or through objective standards, whether the plans are being followed.

5. Speed of change

This is an important determinant since policies can be formulated and maintain their stability.

6. Communication techniques

The effectiveness with which communication techniques are used also influences the span of control. The ability to communicate plans and instructions clearly and concisely also tends to enhance a manager's stretch.

One of the joys of being subordinate is having superiors who can express themselves well.

7. Personal contact required

A manager may discover that it is valuable and stimulating for subordinates to meet and discuss problems that often cannot be handled with written reports, let alone, policy statements, planning documents, or others and necessitate personal meetings.

8. Variation by organizational level

In several research projects it was discovered that the size of the most effective section differs according to the organizational level.

9. Other factors.

There are other influencing factors, such as: a competent and trained manager can effectively supervise more people than one without these attributes.

Another factor would be the subordinates' positive attitude towards accepting responsibility, as well as their willingness to take reasonable risks.

Organization Charts

The organization chart can be described as an instrument used by the administrative sciences for theoretical analysis and practical action.

Organization chart concept

On his concept, there are different opinions, but all very coincident. These definitions start from Henri Fayol's conceptions. For example, an author defines the organization chart as follows:

An organization chart is a synthetic chart that indicates the important aspects of an organizational structure, including the main functions and their relationships, the channels of supervision and the relative authority of each employee in charge of their respective function.

Another author presents his concept in this way:

The organization chart constitutes the expression, in the form of a document, of the structure of an organization, showing the coupling between the various component parts.

When analyzing these definitions we observe that each one of them preserves the essence of it, and they only differ in their form and in their specification.

An author considers that organizational charts are useful organizational tools and reveal to us:

The division of functions, the hierarchical levels, the lines of authority and responsibility, the formal channels of communication, the linear nature or advice of the department, the heads of each group of employees, workers, among others; and the relationships that exist between the various positions of the company in each department or section of it.

According to the flowchart concept, this shows:

An element (figures) The structure of the organization The most important aspects of the organization The functions The relations between the structural units The positions of greatest and even the least important Communications and their routes The routes of supervision The levels and hierarchical levels The levels of authority and their relativity within of the organization Special category units.

The organization chart has greater scope and other purposes, for example, for public relations, for personnel training, inspection and inspection of the organization, evaluation of the structure, reorganization, evaluation of positions, among others.

Purpose of the Organization Chart

An organization chart has various functions and purposes. An author states the following:

It represents the different units that make up the company with their respective hierarchical levels. It reflects the different types of work, specialized or not, that are carried out in the company, duly assigned by area of responsibility or function. It shows a representation of the division of labor, indicating: The existing positions in the company. As these positions are grouped into administrative units. As the authority is assigned to them.

Organization Chart Functions

For the science of administration: It serves as assistance and guidance for all the administrative units of the company by reflecting the organizational structure and its graphic characteristics and updates. For the organization and system area: It serves to reflect the structure as well as ensure its permanent revision and updating (in small and medium-sized companies, the personnel unit generally assumes this function), which is disclosed to the entire company through the organization manuals. For the personnel administration area: The personnel analyst requires this instrument for job description and analysis studies, salary and salary administration plans and, in general, as a support element for the implementation, monitoring and updating of all personnel systems.

And in general it serves to:

Discover and eliminate organizational defects or failures Communicate organizational structure Reflect organizational changes

Advantages of the Organization Chart

The use of organization charts offers several precise advantages, among which the following stand out:

Forces its authors to clarify their ideas (Leener, 1959) The general structure and working relationships in the company can be seen at a glance, better than could be done by means of a long description (Leener op. Cit) It shows who depends Whose (Leener op. cit) Indicates some of the important peculiarities of the structure of a company, its strengths and weaknesses (Leener op. cit) It serves as a history of changes, teaching tools and means of information to the public about the company's working relationships (Leener op. cit) are appropriate to make the principles of the organization work (Melinkoff, 1990) Tell managers and new staff how they integrate into the organization (Melinkoff op. cit)

Disadvantages of the Organization Chart

Notwithstanding the multiple advantages offered by the use of organization charts, when using them, their main defects should not be overlooked, which are:

They show only the formal relationships of authority leaving out many significant informal relationships and information relationships. They do not indicate the degree of authority available at different levels, although it would be possible to construct it with lines of different intensities to indicate different degrees of authority, this in you cannot really undergo this form of measurement. Furthermore, if the different lines indicating informal relationships and information channels were drawn, the organization chart would become so complex that it would lose its usefulness. They often indicate the organization as it should be or as it was, rather as it really is. Some administrators neglect to update them, forgetting that the organization is dynamic and allow organization charts to become obsolete.It can cause staff to confuse authority relationships with status.

Flowchart Content

An organization chart may contain various data, but according to the criteria of an author, these are its main contents:

Titles of condensed description of the activities. This generally includes the name of the company and the activity that is defined. Name of the official who formulated the letters. Date of formulation. Approval (of the president, executive vice president, organizing council, etc.). Legend (explanation of lines and symbols specials)

Conventional symbols and references most commonly used in an organization chart

1. Full lines without interruptions: they are those that indicate formal authority, line or command relationship, communication and the hierarchical way.

Full vertical lines indicate authority over. Horizontals mean specialization and correlation.

When the full line falls on the middle part and above the box it indicates command.

When the filled line is placed on the sides of the geometric figure, it indicates a supporting relationship.

Dotted or dashed lines: are those that indicate a coordination relationship and functional relationships.

Geometric figure with a box indicating special or autonomous condition

A unit can be highlighted to attract attention. For this, half a box, quite colored, is used for each unit to be highlighted

The zigzagging lines at the end and an arrow indicate continuation of the structure

The circles placed in special spaces of the organization chart and that have a number inside, indicates a committee in which all the units indicated with the same number participate.

Flowchart classes

1. According to the way they show the structure they are:

Analytical: they provide detailed information. They are intended for the use of directors, experts and staff of the general staff. General: this type of organization chart is limited to the most important units. They are called general because they are the most common. Supplementary: they are used to show a unit of the structure in an analytical or more detailed form. They are a complement to the analytical.

2. Depending on the shape and geometric arrangement of the organization charts, these can be:

Verticals (classic type): easily represents a hierarchical pyramid, since the units move, according to their hierarchy, from top to bottom in a descending hierarchical graduation.

Horizontal (From left to right): They are a modality of the vertical organization chart, because they represent structures with a distribution from left to right. In this type of organization chart the names of the figures are placed in the drawing without boxes, although geometric figures can also be placed Scalar Organization Chart: This type of organization charts does not use boxes for the names of the units of the structure, but lines above which names are placed. When a line rises vertically from a horizontal line, it shows the authority of the latter.

Circular or concentric flow chart: Hierarchical levels are shown by concentric circles in an inside-out distribution. This type of organization chart is recommended by the practice of human relations, to dispel the image of subordination that vertical organization charts translate.

The hierarchy

The hierarchy when individualized could be defined as the status or rank that a worker possesses within a company, thus the individual who performs as manager undoubtedly enjoys a respectable status within it, but the difference of this individual in his position will also condition their higher or lower hierarchy within a company.

The hierarchy when used as an instrument to execute authority has a greater formality and is known as the structural hierarchy of the organization. This type of hierarchy not only depends on the functions that exist because of it, but also on the degree of responsibility and authority assigned to the position, for example, regardless of the efficiency that a president may have in his performance, this position has intrinsically determined and complex roles, responsibilities and a high degree of authority.

According to the criteria of two authors, four types of hierarchies can be defined in organizations:

The hierarchy given by the position The hierarchy of the rank The hierarchy given by the capacity The hierarchy given by the remuneration

The hierarchy given by the position:

This type of hierarchy is what constitutes the different structural levels of the organization, it is exposed by means of organizational charts and is described in the organization manuals. It is in charge of classifying the different positions in the organization's structure, taking as a basis the work activities and duties inherent in a specific position or position.

This hierarchical modality favors the classification of people into groups, series and classes, depending on the nature, characteristics, obligations, attributions and responsibilities of the positions, but on condition that they keep certain similarities between them.

The rank hierarchy:

This type of hierarchy is not established on the basis of activities nor is it linked to specific tasks. It is based on personal conditions, not on the obligations that you have, but on some requirements that must be met. It is used in military organizations to establish the different degrees by which they will be governed.

The hierarchy given by the capacity:

This type of hierarchy is limiting and according to each individual. People are previously classified according to their abilities, regardless of their class condition in society, that is, the individual rises in the organization according to her ability.

The hierarchy given by the remuneration:

This type of hierarchy is determined by the complexity of the job (the higher the complexity, the higher the salary), the seniority in the company or because one is a trusted employee and, to a great extent, by the performance of the individual.

The hierarchy of an employee in a company is based on the degree of specialization they possess but their high location within the organization also depends on the nature of the business, for example, in many Venezuelan companies the plant manager is a very important executive, Their status becomes greater than that of a finance manager. In any fundamentally operational company, for example, oil exploitation in our country, a field where there are generally dynamic and powerful unions, the person responsible for the personnel function is a highly valued and influential executive, reaching the position of vice president.

Practical Work Applied to RedUla

To understand an organization you have to analyze it, evaluate it, relate it, compare it, project it. This task is easy, fast and successful when we have instruments that allow us to deposit, contain, organize information, knowledge, experiences; her.

These instruments are means that allow us to represent an organization with some special characteristics. These means are called models.

The model is like a camera zoom that allows you to see in the foreground what, in the opinion of the modeller, is the most important in an organization, in the background, the least important and out of plane that which is not important.

Examples of models of an organization we have, for example: organization charts, flow charts, standards and procedures manual, account code, factory drawings, models; etc. These models also have the feature of camera zoom and distance.

The organization chart is a good model to show an aspect of the structure, verticality, hierarchy, levels, positions; etc. of an organization. A process flow diagram shows us the sequence of activities to generate the products and services. The rules and procedures manual is a good model for determining the rules of the game and the way forward to productively execute the tasks; etc.

Organizational Structures Models for RedUla

The models mentioned above are good means of understanding an organization. Only they assume that the organization always does the same things and operates in a calm and predictable environment. All these models have been built on the basis that the organization will always be carrying out systematic processes, the opposite of RedUla, which is always in constant growth and changing work strategies, which leads to changes in its structure.

If we want to understand RedUla in an open, complex, chaotic, enduring context, with relationships with its environment; We must have clear and defined models, such as those previously mentioned. These models must allow us to show the organization in deliberate or emerging conditions of change, transformation, uncertainty, risk.

RedUla Organizational Structure

Based on the above, it can be defined that the organizational structure of RedUla is of a Vertical Type or better known as a classic type, since it easily represents a hierarchical pyramid, with all the units that move, according to their hierarchy, from top down in a descending hierarchical ranking.

The following organizational chart shows the RedUla Organizational Structure, clearly demonstrating the structure explained above, since the pyramid starts from the highest authorities of the University until it reaches the lowest departments of the pyramid.

Organizational chart of Redula

The organization chart used in this university department, due to its type is Vertical or classic type, easily represents the hierarchical pyramid existing in RedUla, since the units move, according to their hierarchy, from the top (Administrative Vice-Rectorate) downwards (Operating Departments) in a perfect descending hierarchical graduation.

According to the shape and geometric arrangement of the organization chart, it has; Full lines without interruptions, which indicate formal authority, relationship of hierarchical levels of command throughout the pyramid.

The vertical filled lines indicate authority over the horizontal filled lines, in the pyramidal sense that they are arranged. The horizontal lines indicate specialization and correlation in the command line or vertical with the departments or positions arranged along the pyramid.

The lines that join the organization chart from one of its elements or departments indicate a support relationship, as is the case of the secretary attached to the General Coordination of the CCA.

The hierarchy in the organization

The hierarchy when individualized could be defined as the status or rank that a worker has within a company, thus the individual who performs as manager undoubtedly enjoys a respectable status within it, but the difference of this individual in his position will also condition its greater or lesser hierarchy within a company given by capacity:

In RedUla the hierarchy is determined by the Capacity, this means that each member of the work team will determine their growth within the Unit, based on their preparation and professional growth, specializing in certain areas, through specialized courses (Certifications) or with university or postgraduate studies.

This type of hierarchy is limiting, according to each individual and with the possibility of promotion. People are previously classified according to their abilities, studies, training or experience, regardless of their class status in society, that is, the individual rises in the organization according to their ability and the need for the position and not due to discrimination Social.

Within the organization (RedUla) there are different levels of work, which entails different levels of work, responsibilities or demands, as well as the ability to lead a department or work group.

The existing charges are given by the previous conditions being the highest; Network Administrators, followed by the Administrator Assistants and finally in the third level are the Network Technicians, in these three levels there are three more levels, as shown in the following graph.

The requirements and knowledge to scale each level are given by the job manuals, experience, studies and job vacancies

conclusion

The task of understanding an organization is complex in that it operates in a world in which nothing stands still and there is uncertainty. On the other hand, the organizational leader is like an airplane pilot, he requires instruments that in a short time inform him about his airplane (organization) and the flight conditions (environment); in order to bring the ship to its objective (achieve vision, accomplish mission and objectives, etc.).

All this is possible, if we incorporate simple models that easily handle this complexity. These models already exist, are tested, work and above all have been designed for the current times in which organizations are experiencing transformations day by day surrounded by uncertainty.

It is up to the leaders to implement and maintain these models, and to analyze, interpret, and evaluate the results that emerge from them.

Organizational leaders already have modern tools to understand their organization and interact with their environment. Be one of them.

The organization chart is a methodological instrument of administrative science. This has a dual virtue, on the one hand it brings advantages, because it allows observing the internal structure of an organization; and on the other hand it brings disadvantages that this structure adapts to something written and not what it really is.

The organization chart is the result of creating the structure of an organization which must be represented. These show the hierarchical levels existing in a company or organization. As for the types of organization charts, the vertical ones with which they are used with more frequencies, while the scalar and circular ones are the least known.

One of the most important advantages of the organization chart is that it shows who depends on whom and has the particularity of indicating to administrators and new staff how the organization is integrated. Just as there are multiple positive factors, the disadvantages are also detailed, considering it very unfavorable in the aspect that frequently indicates the organization as it was before and not as it currently is, since some administrators forget to update them and neglect the dynamism of the organization, which makes an organization chart is obsolete.

Hierarchy is a basic principle of organization and so is management.

The organization chart is the result of creating the structure of an organization which must be represented. These show the hierarchical levels existing in a company or organization.

As for the types of organization charts, the vertical ones with which they are used with more frequencies, while the scalar and circular ones are the least known.

Among the most outstanding advantage of an organization chart is that it shows who depends on whom and has the particularity of indicating to administrators and new staff how the organization is integrated.

Just as there are multiple positive factors, the disadvantages are also detailed, considering it very unfavorable in the aspect that frequently indicates the organization as it was before and not as it currently is, since some administrators forget to update them and neglect the dynamism of the organization, which makes an organization chart is obsolete.

Hierarchy is a basic principle of organization and so is management.

Bibliography

MELINKOFF, Ramón V.: The Structure of the Organization. Central University of Venezuela, Caracas, 1969.TERRY, George: Principles of Administration. Mexico, 1961.RICCARDI, Ricardo: The Director's Manual, Madrid, 1965.

Video-lesson. The organizational structure

As a complement to the study of organizational structures, we suggest the following video-lesson, given by Professor Lirios Alos Simo of the Miguel Hernández University of Elche, in which: the structure of the organization and the coordination mechanisms it generates are analyzed, The different parts of the organization are related and the types of relationships that are established between these parts, the different parameters that companies use to design the organization and finally the variables that affect the organization and its structure. (3 videos, 40 minutes)

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