The chain of command in a structural organization flows in a vertical manner (Daft et. al 1986). The hierarchy is from the managers, to the supervisors and subsequently the workers and subordinates. The formal authority in the organization is the manager who controls the day to day activities of the organization. The formal authority expressed by the manager involves hiring and firing of main departmental heads, additionally the manager is in charge of commissioning of projects. The manager is also directly involved with ensuring that the operational aspects of the organization precede well. The legal authority is bestowed on the lawyers of the firm while the accounting and contractual objectives are left to the accounting and procurement arms of the organization. Some functional duties are set aside for collegial supervisors especially when a large workforce is involved.
There is a level of management hierarchy that involves four departments that range from the accounting, human resource department, operational and the marketing department. There are a number of staff that report directly to this departmental chiefs and a breakdown involves four individuals in the accounting department, six individuals in the marketing department and four individuals in the marketing department. The departmentalization structure of the organization involves the human resource department, accounting department, operations department and the marketing department. The human resource department takes care of the management of workers, the accounting department is in charge of the accounting functions of the firm, and operations department is in charge of the general operations of the firm. The marketing department is accredited with ensuring that the firm is properly marketed and the products are properly advertised and marketed.
The decisions of the firm are the preserve of the main departmental chiefs and the overall decisions of the firm are carried out by the manager on the daily operations of the firm. The firm operates in a centralized continuum that includes the use of a central authority where the staff reports to the central organization. The staff distinctions are closely maintained in the organization with the hierarchy reporting to the central authority with clearly set mandates.
References.
Daft, R. L., & Lengel, R. H. (1986). Organizational information requirements and structural design. Management science, 32(5), 554-571.
