I have often struggled with power relationships, and the concept of authority. This is likely because I have not worked as a primary manager. I realize that the bureaucracy is not the system that will succeed in most contemporary and innovative or technology-focused organizations. The type of firm I want to work in moving forward is the innovative firm, where a flat or matrix authority structure is consistent with progress and sustainability. After taking this class, I understand the nature of how relationships and authority is changing in contemporary firms, and how I must apply this to my future experiences as an employee and manager. In my life experience, while I have traditionally worked for hierarchical organizations, I realize that this may not be the case moving forward as this type of authority or control structure often suppresses empowerment among employees. Therefore, I look forward to applying the concept of a flat or matrix organization, and the associated authority or control concepts to the future.
There are multiple ways of designing and establishing the organizational entity. As Aquinas (2009) demonstrates, a successful organization depends on many factors including how the organization operates. Some managers operate in a bureaucratic manner or hierarchical manner although this is less common in contemporary society. I have discovered that it is critical to consider authority and control as this can impact how effect employees operate, and how effective employees are with regard to individual motivation and the organization as a whole. My own experiences have taught me that bureaucracies limit employee’s opportunities to provide creative suggestions for organizational improvement. There are often different types of organizations as reflected by the type of authority and control within the organization. For example, I have earned that organizations can be functional, with employees operating in traditional departments, with managers functioning as departmental managers, having specific tasks or duties as assigned within a unique area of the organization (Wilson, 2014). In this type of organization, authority may be limited to specific functions, which is similar to project organization where manager have authority based on a project they are working on. My preference is to work in a setting where managers have more authority in a matrix or flat organization (Wilson, 2014). In this type of setting there is cross-functional and cross or inter-departmental authority. Here a project manager or functional manager can have authority to work not only within their specific department, but also on other projects and within other departments.
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"Designing Organizational Structure: Authority and Control".
In this setting, managers with authority may require cross-training to learn the ins and outs of the organization as a whole. Likewise, the competent manager will have to assure that employees are also cross-trained. In this way employees can work in one department, or in another department. I feel that this allows for the greatest flexibility within the organization, and can lead to increasing levels of responsibility at all levels of the organization for all levels of employee and types of responsibility. I also feel that employees that wish to have greater levels of empowerment and responsibility can have opportunities for promotion in this setting, where there is a blending of key individuals and functional departments in the matrix setting (Wilson, 2014).
In communities, people live in a matrix-type environment. Communities are diverse, consisting of a blend of people from many different environments. Individuals living in a community may have many different backgrounds, skill sets, and cultural histories. This helps add to the diversity of a community and can enrich a community. The same is true of an organization. A manager with authority can help enrich the organization by offering greater authority to employees within the organization. This is more likely in a matrix organization. Authority can be offered at different levels, depending on the job duties of an employee, and the work environment. If employees are working in a project setting, then project managers can be given a certain level of authority over projects. If projects are very large, then team leaders may be given a certain level of responsibility and authority over certain components of the project. In doing so, an appropriate balance of authority with select individuals, with varying levels of skills, expertise and experience. This can be empowering for employees, lead to greater levels of loyalty within the organization, and add to the likelihood that a project will be completed among employees that are committed to a project.
- Aquinas, B. (2009). Organizational Structure and Design. Excel Books.
- Wilson, R. (2014). Project Schedule and Cost Control: A Comprehensive Guide to Principles and Procedures. Pearson.
