IMPACT OF ORGANIZATIONAL STRUCTURE ON INTERPERSONAL RELATIONSHIP IN LARGE ORGANISATION

IMPACT OF ORGANIZATIONAL STRUCTURE ON INTERPERSONAL RELATIONSHIP IN LARGE ORGANISATION

CHAPTER   1

1.1    BACKGROUND OF THE  STUDY

The establishment of management structures for the management of a project is one of the important activities required for accomplishing goals. Shaker (2003) in a publication reviewing Peter Drucker books, who argues that management is the function, which involves getting things done through other people. Basically this involves the following, which are all aspects of setting organisation matters for performance: Getting Managers with leadership capabilities, Getting staff with competence and appropriate skills, Placing responsibilities on people for successful completion of the project, Establishing clear delegated authorities Defining proper communication lines. Since these outlined duties relate to the matters concerned with internal organisational running, it may be argued that they are solely for the purpose of improving only organisational performance. Kotnour (2000) asserts that some of the internal organisational matters such as organisational learning practices increase project success too. The tendency to have the project success increased therefore lies in the ability of the manager to develop certain strategies within the organisation. The research intends to investigate the impact of organizational structure on inter personal relationship in large organization

1.2   STATEMENT OF THE PROBLEM

      The problem confronting the research is an assessment of the impact of organizational structure on interpersonal relationship in large organization.the research intends to analyse organizational structure and determine its functionality to enhance interpersonal relationship in large organization.

IMPACT OF ORGANIZATIONAL STRUCTURE ON INTERPERSONAL RELATIONSHIP IN LARGE ORGANISATION