Technology and Organizational Structure

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Technology and Organizational Structure
Wanda Armour
University of Phoenix

Technology and Organizational Structure
This paper represents the research on how technology interacts with organizational structure. Two companies will be identified to compare and contrast their organizational structures. A matrix will be included to summarize the findings.
Introduction
Organizational structure in today’s complex multi-dimensional organizations is the connection that holds the infrastructure together to achieve the organizations goals. It is the patterns or arrangement of groups of jobs within an organization. It is also a process that requires organizational re-structuring as the company grows. Historically industry has shifted from the job-shop manufacturing to mass production, with innovative pioneers such as Frederick Taylor, Henri Fayol, and Max Weber ((Dristelzweig & Droege, n.d.). These early pioneers were very different thinkers in terms of their principles to determine how to structure organizations for maximum productivity. However, they all had a common view that it was like a machine and that power was in the position, not in the individual holding the position; clearly a vertical bureaucratic structural hierarchy ((Dristelzweig & Droege, n.d.).
This ‘one best way’ mindset gradually disappeared as concerns that the traditional organizational structure may hinder, rather than help promote creativity and innovation (Dristelzweig & Droege, n.d.). Today, pressures in U.S. business structures to compete globally calls for a variety of organization structures. There is no ‘one fit all’ organizational structure that has proven effective in contributing to business success.
Organizations operate in different environments with different opportunities, products, tasks, risks, strategies, constraints, strengths and weakness, and different organizational structures to meet those challenges (Reference for Business, n.d.). There are two types of



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