Chapter 6 Organisational design The toxic impact of structure and process

DOI: 10.4324/9781003307334-10


One of the primary tasks of management is to organise work to achieve some outcome and to determine whether the right people are in the right jobs doing the right tasks. But what happens when this does not occur in an optimal way? In this chapter we examine how the different facets of organisational design can create tensions and poor outcomes if they are badly constructed or implemented. There is no perfect organisational design, but an important task is to regulate conflicts that might arise and minimise friction between the boundaries. Many factors define the design, and the design often moulds the subsequent culture:

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