Qualitative Research Into the Effects of a Changing Organisation Structure at One Irish Company

Abstract

The effects of change in organisation structure at one district of an Irish company is examined. Senior and middle managers were strongly in favour of the restructuring because there were significant improvements in achievement of district and local area targets. Lower level managers were less satisfied with restructuring because of a greater level of both responsibility and accountability experienced by those managers. The company changed from a functional structure to a structure based on geographical areas within districts. A system of strict demarcation of tasks was changed to operating on the basis of multi-skilled teams.