Team Building within Organizational Structures

This study examined the effects of team building within organizational structures on the attitudes of workers toward one another and on communications within the organization. Literature relevant to the problem investigated is reviewed in this chapter.

Team Building As A Form of Organizational Structure

Two primary classifications of organizational structure are mechanistic and organic. The differences between mechanistic and organic organizational structures are expressed in the context of the level of formal structure and control embodied in the two organizational concepts (Daft, 1992, p. 140). The character of an organization's internal structure is often related to the external environment within which it functions. In this context, Warren Bennis (1976, pp. 2227) observed that organizations must strike a balance between openness to the external environment and protection from too much permeability. Organizations functioning within a stable external environment typically have formal internal organizational structures with clearly established and observed operating procedures and rules, and a well defined hierarchy of authority. Within such organizations, decision making is typically topdown in character. This type of organizational structure is mechanistic in character. Organizations functioning within a dynamic external environment frequently are chaotic in characterdefined as "much looser,

free flowing, and adaptive (Daft, 1992, p. 71). Rules and

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making behaviors of managers and affect significantly the development of such conflict, and these decisionmaking behaviors are products of the leadership styles of the managers (Schilit and Paine, 1987, pp. 160179). Second, specific approaches to decision making will often be shunned, if the procedure conflicts with the cognitive perspectives of decision makers (Schwenk, 1988, pp. 3653). Leadership style will vary between the extremes of task and relationships orientations, between authoritarian leadership and participative management, and between directive leadership and group decisionmaking. The manager who is completely task oriented will likely make change implementation decisions which are geared to getting the job done. Such decisions will tend to concentrate on the economic use of material and human resources, regardless of any sociopsychological impact such decisions may have on the individual members of an organization. Conversely, the leader who is completely relationships oriented will likely make decisions which, while they avoid organizational conflict development, will often immobilize the organization from an economic perspective. The most successful managers give consideration to both economic and socia

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