Three Ways to Build an Organization's Structure

When you build a house you need a sturdy foundation. When you are building an organization you need the same sturdy structure.  The organization must be structured from the bottom up, starting with the customer.  If work flow on the lowest hierarchical level is structured according to customers’ needs, it is more logical, more satisfactory, and involves greater personal responsibility. Having a clear vision, delegating, and adapting are three principles to building an organization. Our management team follows these three principles and will continue to grow and thrive from these principles.

Start with a Clear Vision in Mind



What is your organization’s objective? Why should people invest in your products or services?  These are two questions that need to be clear when building the structure of your organization.  Having structure prevents you from getting even more tangled into the organization as it grows.  Your plan may change as the company grows, however, the vision should always be clear.


As a company when you reach different milestones, you will need to add to your organization for it to keep up with productivity. 


Delegation is a win-win when done appropriately, however; that does not mean that you can delegate everything. To determine when delegation is most appropriate, there are five key questions you need to ask yourself:

  • Is there someone else who has (or can be given) the necessary information or expertise to complete the task? Essentially is this a task that someone else can do, or is it critical that you do it yourself?
  • Does the task provide an opportunity to grow and develop another person's skills?
  • Is this a task that will recur, in a similar form, in the future?
  • Do you have enough time to delegate the job effectively? Time must be available for adequate training, for questions and answers, for opportunities to check progress, and for rework if that is necessary.
  • Is this a task that I should delegate? Tasks critical for long-term success (for example, recruiting the right people for your team) genuinely do need your attention.




Each company is pursuing its primary objective, which is under the influence of external and internal environment changes.  Management structure should follow these changes, so that there is no single correct structure.  Probably the most important rule here is that any organizational function must be in tight correlation to the primary objective.

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