Organisational Orchestra : Structures and Processes Interface

Authors

• Neelesh Hundekari, Arthur Andersen Business Consulting

Document Type

Article

Abstract

Organisational structures do not exist in isolation. They presume, depend on, and influence several organisational variables. These include processes (communication, goal setting, conflict resolution, socialisation, leadership building, strategic planning, supporting, team working), behaviour, values, rituals, climate, authority (with which the role holders are imbued) and people (competence, confidence, interpersonal skills, leadership, perceptions about
others). Structure designers tend to ignore this vital reciprocal relationship quite often, leading to ineffective structures and unhappy human beings. An attempt has been made in this article to map the relationship between
organisational structures and processes.

Recommended Citation

Hundekari, Neelesh (2001) "Organisational Orchestra : Structures and Processes Interface," IIMB Management Review: Vol. 13: Iss. 1, Article 5.
Available at: https://research.iimb.ac.in/imr/vol13/iss1/5

Publication Date

3-1-2001

First Page

7

Last Page

18