Webster defines structure in this case as the arrangement or
interrelation of parts as dominated by the general character of the
whole. The structure of an organization is the formal and informal
relationships between its individuals, groups, teams, departments
and hierarchical levels; in fact structure of an enterprise is
defined by the operating entities each with its own boundaries and
its own interfaces. Usually these boundaries are formally identified
in organizational charts with titles and functions. Sometimes roles
and responsibilities evolve or are assumed informally in response to
the needs of the moment. Job descriptions, team memberships and
chains of command usually determine the interfaces within the
organization; they specify who may communicate with whom. Here again
informal channels of communication develop over time; the insider
knows whom to contact to get something done.
The structure of the enterprise does not create leadership. You
cannot structure leadership into an organization. On the contrary
the leadership of the enterprise designs and develops an appropriate
structure for the type of business, its mission, its goals, its
environment and its stage of development. Leadership in the
integrated enterprise utilizes the diverse elements of the
organization to form a structure that actualizes the potential of
all individuals in the company. All individuals make a contribution
to the success of the enterprise. Each individual must have a strong
sense of what his/her contribution is. Every employee has a
particular job to do. Each has a boundary that defines his/her job.
Leadership defines these boundaries so that each employee knows
where he/she fits into the whole picture and how important his/her
contribution is to the success of the enterprise. This instills
pride in the employee and in his/her work.
Leadership also provides the appropriate channels of communication
to allow and encourage sharing and support between individuals and
groups within the organization. Interfaces must be accessible,
dynamic and timely. Not only is information a necessary element for
the functioning of the business, but recognition and feedback by
personal contact is vital to the health of any organization.
On the shop floor in a manufacturing environment, structure refers
to how the plant is laid out to facilitate the flow of material
through the manufacturing process. Organizational structure refers
to how boundaries are defined and interfaces engineered in order to
facilitate the flow of information through the management process.
Both types of structures must be addressed by the leadership in the
Organization function refers to the group of activities which are
performed to achieve a unified goal. Leadership is one of the
functions of the integrated enterprise. And the leadership in the
integrated enterprise must define not only the functions of the
enterprise but also their interrelationships.
In the manufacturing industry, fabrication, assembly, shipping,
receiving, purchasing, maintenance, etc. are functions to be
performed to deliver product to customers. And there are other
functions which must also be managed; for example, the support
functions: quality assurance, human resource development,
information systems, finance and accounting. In addition, one that
is often overlooked is management. And don't forget leadership.
Planning, solving problems and reengineering are also functions in
the integrated enterprise. These are easily overlooked because in
reality they are part of every job. It is a function of leadership
to see to it that everyone in the integrated enterprise is capable
and fully utilizes these activities as part of their normal everyday
Webster defines culture as the integrated pattern of human behavior
that includes thought, speech, action, and artifacts and depends
upon man's capacity for learning and transmitting knowledge to
succeeding generations. Leadership must foster the culture of the
organization; leaders observe, confront and utilize patterns of
human behavior.To deny the existence of an organization culture or
to ignore the elements of human behavior that constitute that
culture is to turn your back on the most influential force
controlling the day to day operating activities of the enterprise.
To be Continued
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