THE EFFECTS OF ORGANIZATIONAL STRUCTURE ON ORGANIZATIONAL TRUST AND EFFECTIVENESS - Polish Journal of Management Studies

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THE EFFECTS OF ORGANIZATIONAL STRUCTURE ON ORGANIZATIONAL TRUST AND EFFECTIVENESS

Abstracts > Vol 10.2

THE EFFECTS OF ORGANIZATIONAL STRUCTURE
ON ORGANIZATIONAL TRUST AND EFFECTIVENESS

Latifi M., Shooshtarian Z.


Abstract: Employees in all organizations want to work in an environment of trust where they make a real contribution to achieve the goals and objectives. This article is on defining and measuring of organizational structure and its impact on the organizational effectiveness and trust. The population from which we drew our sample consisted of all employees of corporations operating in medium and large industries in Fars Province in Iran. The results  have shown that there is a significant relationship between  organizational structure and trust dimensions. Regarding to effectiveness dimensions, there is a significant relationship between organic structure and effectiveness, and there is no significant relationship between mechanistic structure and effectiveness dimensions. In addition the results of MANOVA indicate that there are significant differences between industries from trust dimensions point of view.
Key words: organic structure, mechanistic structure, employee’s trust, effectiveness, goal achievement

Introduction
Sablynski (2003) defined organizational structure as “how job task formally divided, grouped and coordinated”. According to Dalton (1980), “organizational structure may be considered the anatomy of the organization, providing
a foundation within which organizations function”. Dalton categorized the organizational structure into traditional hierarchical organization and high performance organization. Traditional hierarchical organization is any long, complex administrative structure with job specialization and complex rules based on the principle of hierarchical authority, job specialization and formal rules (Machinsky, 1990). High performance organization is called organic organization that is designed to bring out the best in people and create an exceptional capacity to deliver high results (Dalton, 2000). Organic organization refers to a dynamic, loosely controlled, organization capable of modulating size and activities based on changing external and internal demands (Ledbetter, 2003). Organizational structure can be viewed as the way responsibility and power are allocated inside the organization and work procedures are carried out by organizational members (Teixeria et al., 2012). Daft (1998) mentioned eight dimensions of organizational structure: formalization, specialization, standardization, centralization, professionalism, complexity, hierarchy of authority and personnel ratios.

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Concluding Remarks
This article is on defining and measuring of organizational structure and its impact on the organizational effectiveness and trust. The results have shown that openness and honesty, competence and concern for employees dimensions, at the 1% level of confidence, are positively correlated with the organic structure, and the relationship between openness and organic structure is greater than dimensions. Therefore
a significant relationship between organizational structure and trust dimensions exists in organizations. The results consist with Demman (2001), Vineburgh (2010) and Powley (2012) findings.
Regarding to effectiveness dimensions, there is a significant relationship between organic structure and effectiveness, and there is no significant relationship between mechanistic structure and effectiveness dimensions. The results show that organizations with organic structure take the approach of emphasizing skills that will allow the worker to better serve the company by solving problems  and interacting with customer and other workers .The more flexible an organization, it moves toward the more effectiveness.
By this way organization able to meet objectives, adapt to dynamic environment and survive in the future. The achieved consequences didn’t alignment with the results obtained by Sablinski (2003), but the results are agreement with Hao (2007), Casaszar (2008), and Alirahmani (2009).
In addition the results of MANOVA indicate that there are significant differences between industries from trust dimensions point of view and there is no difference between industries the stand point of the effectiveness dimensions. The results of Post-Hoc test indicate that from trust dimensions point of view, the meaning full differences are arising from food industry.

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WPŁYW STRUKTURY ORGANIZACYJNEJ NA ZAUFANIE
I EFEKTYWNOŚĆ ORGANIZACYJNĄ


Streszczenie: Pracownicy wszystkich organizacji chcą pracować w atmosferze zaufania, gdzie wnoszą rzeczywisty wkład w realizację celów i zadań. Artykuł ma na celu określenie i pomiar struktury organizacyjnej i jej wpływ na efektywność organizacyjną i zaufanie. Populacja, z której zaczerpnięto próbę składała się ze wszystkich pracowników korporacji działających w średnich i dużych gałęziach przemysłu w Prowincji Fars w Iranie. Wyniki wykazały, że istnieje istotne powiązanie pomiędzy strukturą organizacyjną i wymiarami zaufania. W odniesieniu do wymiarów efektywności, występuje znaczący związek pomiędzy strukturą organiczną i efektywnością, a nie ma istotnej zależności pomiędzy strukturą mechanistyczną a wymiarami efektywności. Ponadto wyniki wielowymiarowej analizy wariancji MANOVA wskazują, że istnieją znaczne różnice między gałęziami przemysłu z punktu widzenia wymiarów zaufania.

Słowa kluczowe: struktura organiczna, struktura mechanistyczna, zaufanie pracownika, efektywność, osiągnięcie celów

组织结构的信任和组织效率的影响
摘要:所有組織的員工希望在互信,在那裡做的目標和任務的實際貢獻的氛圍中工作。文章是識別和衡量組織結構及其對組織效率和信任的影響。人口從該測試採取由所有企業員工在法爾斯伊朗全省大中型工業工作。結果表明,存在的組織結構和信任的尺寸之間的顯著關係。相對於效率的尺寸,存在的有機和效率的結構之間的顯著關係,並且在結構和機械效益的尺寸之間沒有顯著關係。此外,方差MANOVA的多因素分析的結果表明,在信任的尺寸方面產業之間顯著的差異。
關鍵詞:有機結構,機械結構,員工信任,效率,實現目標

 
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