Organizational dependence

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The organizational structure of a whole can be defined as the totality of relations between elements of the whole or parts of a whole, with elements adding to the success of the whole. Structure is formed as a result of job creation, grouping of cells, personnel and resources and dependencies within organization. This structure is a network of positions and formal patterns of conduct, created to smooth operations and achieve common objectives.

Organizational dependencies can be defined as: the relationship of separate but interdependent organizational units. Delineates the direction of ordering elements based on common objectives or similiarities of tasks.

Types of dependencies

The basic types of organizational dependencies are:

  • functional dependencies resulting from the division of labor. They arise from the division of various functions to different workers based on specific procedure for the implementation of designated functions. Within this organizational structure following aspects are important:
  • coordination, which is an indication of the scope and way of interaction between the individual organizational members,
  • setting advisory units; setting their location and the procedures of interaction with other units,
  • ordering information dependencies,

Hierarchical dependencies result from the separation of powers within organization. There are regulatory and control dependencies resulting from rules:


  • principle of coordination says that coordination should be achieved through personal, direct and horizontal contacts of employees,
  • principle of establishment of advisory dependencies, In practice, there are several variants of the establishment of relations between linear units and staff, corresponding to different levels of formal dependence.
  • principle of ordering information of informational dependencies. The basic principle in this field says for that communication channels should be strictly defined and well known to all members of the organization. Communication routes should be as short as possible and direct.
  • principle of the unity of management assumes that every subordinate should receive command from only one superior, to which he directly reports.
  • principle of optimal span of control specifies that each manager should have proper quantity of subordinates, which he can effectively supervise.