{"id":20816,"date":"2016-09-15T00:00:00","date_gmt":"2016-09-15T00:00:00","guid":{"rendered":"http:\/\/global2020prd.wpengine.com\/insights\/organization-structure-attitudes-and-performance\/"},"modified":"2020-03-21T08:17:13","modified_gmt":"2020-03-21T08:17:13","slug":"organization-structure-attitudes-and-performance","status":"publish","type":"post","link":"https:\/\/www.global-integration.com\/insights\/organization-structure-attitudes-and-performance\/","title":{"rendered":"Organization structure, attitudes and performance"},"content":{"rendered":"
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Silos?<\/figcaption><\/figure>\n

For today’s ‘Matrix Monday’ review of the limited literature available on the matrix, today Kevan Hall \u00a0revisits an older paper, Organization structure: how does it influence attitudes and performance.<\/em><\/p>\n

This is quite an old article and predates some of the complex, matrix, networked and virtual organization structures that we specialise in today, but I thought it was worth reviewing as it is, in it\u2019s turn, a review of 50 studies of the impact of structure on attitudes and job satisfaction.<\/p>\n

It reviews studies that looked at a number of factors in organizational design, including the vertical level of the position held, the nature of the authority in the position, the span of control, the size of the sub-unit that people work in (i.e. the department), and the total size of the organization.<\/p>\n

It compares these factors with measures of attitude and job satisfaction. Many of the studies are ambivalent but there were a few trends they felt confident to remark upon in the conclusions:<\/p>\n