Page 83 - CMA Journal (Nov-Dec 2025)

Articles Section

To sum up hierarchical structures, in traditional and reducing synergy. It is necessary to overcome this
hierarchies, administrative managers focus on controlling stage quickly to move to the norming stage.
others to get the job done. They are not specialists
In the norming stage, working norms are defined; key
themselves but rely on authority to accomplish tasks. responsibility areas are allotted based on roles (not
Administrative managers refer to their titles as a source of ranks) and unique skill sets; communication channels
status, which often leads to dysfunctional status and coordination requirements are established; and
incongruence. In contrast, in reformed hierarchies, process
interdependencies are defined. These interventions
managers are specialists handling enlarged and enriched prepare the team for more harmonious functioning.
responsibilities, making them more productive. They focus
on their unique contributory role rather than claiming Once norming is complete, the team should be put into
credit for others’ performance. action. Plans including KPIs and deadlines should be
prepared consultatively. Team performance must be
Projects are complex tasks requiring cross-functional monitored and evaluated to provide feedback and
expertise, similar to the role of C-level managers having ensure progress in the right direction. Timely
strategic responsibilities. Just as C-level managers must appreciation is as important as pointing out gaps.
intervene and make decisions across diverse functions,
projects are virtual organizations in themselves, Team interactions vary depending on mandate. For
requiring diverse competencies. Project teams should instance, a surgical team requires specialized roles, strict
consist of individuals from diverse specializations- coordination, and one person in charge of decisions. A
marketing, operations, finance, research and football team has defined roles but allows role flexibility
development, etc. Hierarchical structures do not work based on situations. Coordination remains essential, but
here, as individuals representing diverse expertise different individuals may take charge in different scenarios,
cannot be identified as seniors and juniors; they must reflecting a typical matrix organization. These examples
work interdependently. Team structures are designed to have implications for typical organizations as well.
provide a compatible environment for projects.
Conclusion
Ideally, in teams, every individual brings a unique
It is clear that different structures are warranted in
competence and is considered a group member rather
different situations. Some organizations evolve from tall
than a senior or junior. While team structures have
administrative hierarchies into flat hierarchies and teams
advantages, they also present challenges. The most
as a development strategy. Ironically, teams have become
common challenge is the emergence of status a modern face of hierarchies. Some organizations attempt
incongruence. Group members originally belong to the
to introduce team nomenclature within administrative
larger organization and continue to identify with the
hierarchies, but this is often pseudo change. It is better if
administrative hierarchy. Sometimes, they assert their organizations move from administrative structures to
administrative status in team interactions, trying to prevail process structures altogether.
over others with lower ranks. Other challenges include
inability to negotiate perspectives, pursuing personal Organizational structures should be crafted with caution
and prudence. Choice of structure should be based on
agendas instead of teamwork, and political struggles for
the following criteria: nature of work; maturity and
authority, generally termed the “Storming Stage.”
competence level of employees; and organizational
It is evident that the team process must be evolved and culture. Ministerial work requiring routine tasks may suit
harnessed for optimal performance. Teams evolve conventional command and control; in this scenario, a
through four stages: Forming, Storming, Norming, and tall administrative hierarchy suffices. Flat structures are
Performing. A leader acts as a catalyst in guiding this less costly, but their administrative design continues to
evolution. inhibit synergy. Reformed hierarchical structures
preserve discipline, systematic communication, and
In forming a team structure, it is crucial that skill diversity
order, while reducing administrative roles and tasking
is ensured in line with team objectives.
managers to add real value, thereby ensuring synergy.
Quote: “Design of the Boeing 747 door was Team structures are particularly suitable where
state-of-the-art technology for its time. The designing cross-functional individuals are organized to address
team consisted of individuals with diverse skills – aircraft critical situations, such as solving wide-ranging problems
design engineers, technical staff, pilots, and even cabin or innovating systems or products on a project basis.
crew.” Unquote. About the Author: The author writes in management and personal
Once all members are on board, competition for valuable development, and is an HR/Organizational Development (OD)
Consultant and Executive Coach. In addition to his own freelance
positions often emerges. People may leverage
activities, he holds a volunteer position as Sr. Advisor / Collaborator
administrative authority, causing status incongruence at Consultra – an educational and training consultancy.
ICMA’s Chartered Management Accountant, Nov-Dec 2025 81