How does structure relate to process?
To address this question, we must first start by defining both structure and process. Structure is defined as “those aspects of an organization that are pre-specified for a given situation; these become a substitute for spontaneous or unplanned communication” (Cheney et al., 2004, 39). Process is defined as “the ongoing flow of interaction; exists in an interdependent relationship with structure” (Cheney et al., 2004, 39).
Our textbook gives us an example of how to relate structure and process. It explains this relationship in terms of how we live our lives. The authors of our textbook state:
We live in a flow of experience, but when we tell our ‘life’s story’ we can only highlight certain things, creating a narrative of what happened. We thus give structure to our lives by discussing ‘main events’, ‘turning points’, ‘principal characters’, etc. We punctuate or structure our lives by highlighting these features of the story. (Cheney et al., 2004, 24).
If you take this example and put it into perspective, you see that the “narrative” they are referring to is the “process” of your life’s events. The aspects that the authors mention (main events, turning points, characters) are all part of the structure of your life, and the narrative, what you are physically taking part in, is a part of the process. We talked about rituals and family traditions in class. Take an aspect of the manners you were taught to have growing up. You might have been taught to say “thank you” when someone does something for you, or gives you something. The structure is what you were taught, and the process is whether or not you actually decide to abide by that. Whether or not you decide to inherit that mannerism, you are still taking part in a process. With every structure, there comes a process, and with every process there is an outcome.
This
image portrays these three aspects as a constant process. And in the case of
organization, they are indeed a constant process. In the example that I gave
about being taught “thank you” as a part of your family values, the structure is
the value that your family engages in, the process is the act of choosing to
follow that value, and the outcome is a reciprocation of your respect (“you’re
welcome”).
The second image that I chose to use to show the relationship between structure and process portrays a “team effort”. The image of the “rubik’s cube” would be the structure, and the two people at the top and the two people at the bottom would be part of the process. It portrays a team effort. Helping a member of the team is part of the process of working in a group.
One website that I chose to look at and draw examples from explains the structure of management organization and the “redesign”. The site gives specific examples about problems and the solutions which they recommend. The “redesign” of such organizational problems can also be called the process. The process is finding a solution to fix the gap in the structure and make it better. For specific examples, go to: http://www.liebowitzassoc.com/articles/organizrestructuring.shtml. This site helps because it helps you to better understand why structure is important in organization. The concept that can be taken away from this website is that the structure is an important part of the flow of communication. If an organization has a strong structure, it will in the end, have a better outcome.
Kenneth Burke, a rhetorical and literary critic, compared structure and process to “the container and the thing contained”. The textbook describes this by stating, “they are the solid and the spontaneous elements of organizational life—those things that give the organization both shape and substance” (Cheney et al., 2004, 25). The organization’s shape being the structure, and the organization’s substance being the process.
A staff survey done by Can J Public Health on the organizational structure and process for a Public Health Department provides information about the importance of structure in an organization. The staff perceived that:
the departmental and divisional organizational structures are effective for program delivery, the Central Resources structure and divisional and departmental reporting structures are moderately effective for program delivery, the decentralized office structure is an advantage for service delivery, and the mandatory program structure involves low to moderate interdisciplinary teamwork and moderately impacts service delivery (Dwyer, 1995, 1).
This represents the importance organizational structure plays in order to acquire a positive process. The study also concluded that having an organized structure and process meant a more positive participation in program planning and a better outcome for the organization.
Another website that is worth taking a look at is http://www.npd-solutions.com/orgstructure.html. This website provides additional information on organizational structure. This site goes into detail about the four categories in which you can classify organizational structure.
There are many ways to look at the relationship between structure and process. It is most important to realize that without an effective structure there cannot be an effective process. As stated previously, structure involves a process, and a process involves an outcome. It’s a constant cycle in effective organizational communication.
References
Cheney, G., Christensen, L.T., Zorn Jr., T.E., & Ganesh, S. (2004). Organizational
Communication in an Age of Globalization. Long Grove, IL.: Waveland Press, Inc.
Crow, K. Organizational Structure. Retrieved February 4, 2005, from
http://www.npd-solutions.com/orgstructure.html
Dwyer, JJ. (1995). Staff Survey of organizational structure and process for a Public
Health Department. Can J Public Health, 86(6), 418-423.
Liebowitz, B. Organizational Design and Structure. Retrieved February 4, 2005, from
http://www.liebowitzassoc.com/articles/organizrestructuring.shtml