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Impact Of Organizational Structure On Interpersonal Relationship In Large Organization
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1.6 STATEMENT OF HYPOTHESIS
H0 Organizational structure is not significant in large organization
H1 organizational structure is significant in large organization
H0 The level of interpersonal relationship in large organization is low
H1 The level of interpersonal relationship in large organization is high
H0 The impact of organizational structure on interpersonal relationship in large organization is low
H1 The impact of organizational structure on interpersonal relationship in large organization is high
1.7 SCOPE OF THE STUDY
The research profers an assessment of the impact of organizational
structure on interpersonal relationship in large organization
1.8. DEFINITION OF TERMS
ORGANISATION STRUCTURE
Mintzberg
(1983) defines the organizational 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 organizational structure. One needs to carefully consider the
reason for why the organization is there and Mintzberg (1983) means that
the structure should be selected to achieve an internal harmony, as
well as alignment with the organization’s situation (Hatch, 2006;
Mintzberg, 1983).
FORMALIZATION
Formalization is defined as the
emphasis placed onfollowing rules and procedures when performing one’s
job (cf. Pugh et al. 1968).
Formalization reduces confusion because
staff know what they are expected to doduring product development and
this helps coordinate effort, and facilitate productiveexchanges between
managers (Thompson 1967). Further, formalization establishesmanagers’
role expectations and expected information flows from their
counterpartson product development projects (Moenaert and Souder 1990a).
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