In what ways can structure emerge?

            Defined in the text, structure refers to the solid parts of an organization-the framework that gives the organization a shape, not just at this moment but also over time.  Later in the text, it goes on to say, more specifically, the structure of an organization includes those aspects of an organization that are pre-specified for a give situation.  While using these definitions, structure can emerge in many different ways.  For example, structure emerges when a company decides to schedule a meeting in a month on ideas of innovation.  Then, during that month, the manager of the company plans ahead and assigns the workers to teams.  Because of the predetermined teams, the structure for the future already has a base.  In the text, it claims, “structures save us time and trouble...”  The preplanned teams then act as a structure, which will allow the planned meeting to flow, and allow more time towards introducing innovation instead of spending unnecessary time on other things.  JoAnne Victoria believes, “No matter what size your business is, you need to set boundaries and provide structure to your workday.” (http://www.selfgrowth.com/articles/Victoria3.html)

            Emergent structure can be introduced three different ways.  The first being that free, relaxed, and impulsive set of work relationships can be extremely effective and allows people to adapt as needed.  This belief and ability to have structure emerge goes along with the fact that organizations excel when all departments aren’t the same.  The difference in departments allows the burst of creativity.  This idea is how most organizations are developed.  Although this idea helps organizations, the relaxed approach sometimes fails. Commerce Clearing House quotes a Human Resource Manager as follows, “Casual dress puts people in a different mindset. Business is literally giving employees opportunity to become more casual in their interactions. Business clothes gave structure to the workplace and fostered structured discourse. As that structure disappears there is an erosion of that behavior.”

Secondly, the text writes, “the second sense of emergent structure involves the idea that systems, such as organizations, manifest tendencies to “know” their relevant environment and help to determine how the system will act and react to a range of situations.”  This basically means that it is human nature to sense a feeling of normalcy and comfort.  For example, when working at a restaurant, you naturally accomplish a task that necessarily learned.  Due to human nature, that task was done because it seems that, “that’s what happens around here.” This sense allows an organization to adapt to its surroundings, and ability to change.

            Finally, “the third meaning of emergent structure is that communication practices themselves produce certain structures and that organizational framework, accordingly, arise from extended interaction for specific purposes.” (Organizational Communication in an Age of Globalization, Cheney)  With this said, organizations need to use certain terms, such as, “meeting,” to trigger employees feelings of importance.  Organizations then tend to recognize they are part of an organization when, “…calling themselves a “coalition” or a “band” or a “workforce” or a “network.”

            To finish this concept paper, here’s a quote from USA Today editor, Craig Moon, “In an Information Age, successful management of any organization . . . is one in which information itself is the tool. The hallmark is open use of communication to forge a sense of common purpose between [corporate executives, CEO,] senior managers, staff and [customers], based on candor and mutual respect. It is a management that presides over a structure that keeps open lines of communication in all directions as the most effective means to resolve conflict, not by imposing unrealistic secrecy, but by the ultimate learning process of disciplined openness. (http://www.metaforix.info/workplace_issues/)

Works cited

Moon, Craig.  February 2, 2205.  Found in Google.  (http://www.metaforix.info/workplace_issues/)

Victoria, JoAnne.  February 1, 2005.  Found in Google.  (http://www.selfgrowth.com/articles/Victoria3.html)