. Usually a business organizations success is primarily measured in financial profit, though this is not the only benchmark.Organizational structure is defined as the organizations formal framework by which job tasks are divided, grouped and coordinated (Robbins et al., 2000: 351). Generally an organizations structure is considered to be the managerial framework that directs the non-managerial employees. Traditionally western organizational structure can be argued to have developed from the feudal system of government where a strict pyramidal power and class structure existed. Termed as mechanistic organizations they are described by Robbins et al. as being characterized by high specialization, extensive departmentalization, narrow spans of control, high formalization, a limited information network, and little participation in decision making by low-level employees (2000: 361).Organic structures on the other hand developed as alternatives to mechanistic structures. The underlying philosophy of the organic model is to provide the space for all people to contribute ideas and effort towards the well being of the organization. Organic organizations are characterized by Robbins et al. as highly adaptive and flexible with little work specialization, minimal formalization and little direct supervision of employees (2000: 362). Examples of organic structures include team based structures, matrix organizations, project structures, boundaryless organizations and learning organizations (Robbins et al., 2000: 370-377). Organic organizations usually provide employees with more autonomy than those with mechanistic structure.Business organizations are classed as open systems, that is, they dynamically interact with their environment (Robbins et al., 2000: 18). Robbins et el. define environment to be outside institutions or forces that potentially affect an organizations performance (2000: 101). Wong et al. list elements of the environment to...
