IntroductionMcShane and Von Glinow state that “the best organizational structure depends on the external environment, size, technology, and strategy of the organization” (409). To identify the best organizational structure for Protegé Engineering, I will first determine what “organizational structure” means. Secondly, I will analyze its elements and identify the important components for the organization considered. Finally, I will provide a conclusion and recommendation. Organizational Structures In general, organizational structure relates to how an organization organizes employees and jobs, so that its work can be done and its goals can be achieved. McShane and Von Glinow define “organizational structure” in more detail; they state that organizational structure “refers to the division of labor as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities” (386). To understand what this means, we will look at each component. Division of labor is related to “the subdivision of work into distinct tasks assigned to different people” (McShane and Von Glinow 386). Coordination models refer to the coordination of work activities among employees where they divide the work among themselves. This process requires a coordination mechanism to ensure workflow, meaning everyone works in concert (McShane and Von Glinow 386). The main means of coordination are informal communication which involves "sharing information about mutual tasks and forming common mental models to synchronize work activities", formal hierarchy which refers to "assigning a legitimate power to individuals, who then use that power to direct the work. ..... middle of paper ......ble when the merging organizations operate in different industries or countries because cultures differ between industries and countries (McShane and Von Glinow 428).Conclusion and RecommendationThe Integration process of merging companies is a combination of existing cultures into a new culture that retains the best characteristics of previous cultures, and it is more likely to succeed when existing cultures already need improvement so that employees are motivated to accept change. This strategy is particularly difficult when organizational members are satisfied with their previous culture because they will be resistant to change. Another very important factor for the success of mergers is the level of commitment made by employees. Therefore, employees should be involved in the process as early as possible (Badrtalei and Bates 314).