Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.

We live in an ever-changing world, which is why it’s important to change organizational structure regularly. Implementing the concepts of generalizing specialist, wide job titles and informal leadership, greatly improves organizational adaptability.

Team boundaries need to be monitored carefully because people can’t identify with a team if membership is unclear or unstable. Various research studies seem to indicate that between three to seven people is a good team size.

Teams can be organized as either functional or cross-functional units, with the latter being the most obvious choice for optimal communication, although exceptions may exist.

Communication between teams happens either via managers or via the teams themselves, however, the latter is usually preferred.

When is organizational structure most adaptable?

When teams work as value units considering other teams as their customers to whom they must deliver value.

New teams can be constructed when there is demand but they must be dissolved when demand among other teams evaporates. Management layers can be beneficial to an organization provided that they too truly add value.

With authority flowing through teams from different directions, we have what is called a hybrid organization. This can also be referred to as anarchy, or value network with (optional) multiple overlapping hierarchies.

Last but not least, for optimal communication it is important that managers have as few secrets as possible, make all information they have visible and make an honest attempt at connecting with their people in a transparent and genuine way.

Read on for the other views of Martie:
Energize People, Empower Teams, Align Constraints, Develop Competence, Improve Everything

Modules

Scaling Organizational Change

Hiring Great People

Agile Product Development