This document discusses organizational structural contexts and how they impact communication and work within physical and virtual environments. It identifies several key organizational structural factors, including formalization, specialization, hierarchy, authority, centralization, and professionalism. It also discusses important contextual factors such as organizational size, technology, environment, strategy, mission, goals, and culture. The document argues that organizational structural factors play a crucial role in enabling fluid communication within and between organizations, and that employees in virtual environments may have greater productivity and sustainability than those in physical environments. It concludes that these factors are important for enhancing overall productivity in both physical and virtual organizations.

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Dissertation on Appraise Organizational Structural Contexts to Lead, Work
and Communicate Within and Between Organizations in a Physical and
Virtual Environment – Future Directions
Dr. Nancy Agens, Head,
Technical Operations, Tutors India
info@tutorsindia.com
In brief
You will find the best dissertation research
areas/topics for future researchers enrolled
in Engineering & Technology. In order to
identify future research topics, we have
reviewed the organizational structural
context. (recent peer-reviewed studies).
First, this article gives you an idea about
how to action plan for attaining the goals
of the organization. Then, this articles you
will know how to communicate within and
between organizations.
Keywords: organizational structure and
behaviour UK dissertation writing,
communicate, virtual environment research
proposal writing, physical environment
Physical environments are important
in promoting and limiting organizational
behavior. The construction and arrangement
of machinery, workspaces, environmental
controls, and facilities influences everything
from the effective manufacturing of
computer chips to the research and
development of new flavors of potato chips.
However, since physical environments tend
to include large objects, relatively fixed and
long-lasting structures and costly
installations, design decisions need to be
made carefully and provide a thorough
understanding of the effects of physical
environments on organizations and their
members (Elsbach & Pratt, 2007).
I. INTRODUCTION
There are certain criteria for setting up an
atmosphere that can facilitate virtual
teaming successfully including: providing
opportunities for interaction that can replace
those encountered in a traditional team
setting; providing feedback to team
members on each other's activities,
availability and job progress; providing
support to different work modes; and
providing an environment for team
members. Virtuality influences the form of
management systems that are set up to deal
with virtual teams when they start
deploying. Digital team leaders perform a
variety of functions within the organization,
mainly integrating team members into one
cohesive unit, tracking and maintaining
ongoing team performance continuously.
Strengthening project goals while ensuring
team roles are not in conflict with other
commitments of team members is also
identified as key. It is also seen as
imperative to establish clear procedures for
conflict resolution in order to avoid minor
disagreements between team members, as is
the need for virtual team managers to visit
dispersed team members to provide
evaluations and maintain contact. It is also
crucial that managers clearly define the role
of the virtual team in the context of the
greater mission of the organization,
including the limits of team scope and
responsibility (Chaudhari, 2010).
It is possible to categorize structural
factors into formalization, specialization,
hierarchy and authority, centralization and

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professionalism. The key contextual factors
for organizational types are: size of the
organization, technology, environment,
intent, mission, objectives, strategy and
organizational culture. There is also
engineering dissertation writing help for
computer science with best assistance for
physical and virtual environment.
For organizations, formalization can
be represented as a number of written
documents, such as specified procedures,
laws, regulations, job descriptions, and
policy manuals. All those documents
describe organizational activities and
behaviour.
The degree to which duties are
partitioned into separate jobs is known as
specialization. Each employee performs
only a small amount of similar activities and
tasks that are in their job description when
the specialization is high. Also, get
assignment writing guidance on
organizational structural contexts in a high
quality.
Hierarchy of authority can be
defined as a number of levels of
organization’s management. It can also be
defined as a control period, number of
employees under the control of one manager
or overseer. The hierarchy appears to be
shorter if the boss manages a greater number
of employees. When a limited number of
employees are managed by the boss the
hierarchy appears to be tall.
Centralization refers to the level of
hierarchy that has the power to make a
decision. Where decision-making process is
at the highest level, organization is
centralized. When decision-making process
is possible and occurs at lower levels of
hierarchy, then the centralization is a week
or the organization is decentralized.
Professionalism can be defined as
education level, as well as additional
education and training. It is calculated by
number of years of education for workers.
Contextual factors can be
categorized into: organizational size,
technology, environment, strategy, purpose,
mission, goals and organizational culture.
Organizational size may be defined
as a magnitude expressed in number of
organizational employees. Total sales or
total assets can be measured here.
Technology can be defined as
instruments, techniques, and actions used to
transform inputs into outputs. It concerns
how the organization actually manufactures
the products and services, and includes
things like information system, flexible
manufacturing, etc.
Environment contains all things
outside the organization’s boundaries.
Environment is a component that
organization cannot control, but it affects the
organization. It can be represented as an
industry we do business, government,
clients, suppliers and financial institutions
in.
Organizational goals strategy and
mission are elements that determine the
organizational intent of operation. Strategy
is described as action plan for attaining the
goals of the organization.
The culture of an organization can
be defined as a set of shared organizational
values, beliefs, understandings and norms.
Organizational culture is informal and it's
not written but it can be observed in
company stories, ceremonies, dress code and
employee engagement (Detelj et al., 2009).
According to Balance Theory, the
effects of the work system on the individual
are assumed to be mediated by the stress
load that is both physical and psychological.
These effects have influences on the quality
of working life, performance, strain and
health.
Environment: Ergonomists have
identified various aspects of the physical

3. Copyright © 2020 TutorsIndia. All rights reserved d 3
environment as stressors for work, including
noise, lighting, temperature, air quality and
layout of workplaces.
Task: Many of the so-called
psychosocial work factors fall within the
task element: job requirements (e.g.
perceived quantitative workload, work
pressure, cognitive demands), job content
(e.g. challenge, repetitiveness), machine-
pacing and job-control.
Technology: Failure to use the
technology leads to poor motivation, tension
and decreased performance. Anxiety over
job loss due to technology substitution
decreases motivation and raises tension. On
the other hand, when new technology is
properly applied, it can improve work
quality and use of skills, resulting in
increased productivity and efficiency with
reduced stress. The tools and technology's
physical properties can place physiological
loads on the employee.
Organizational factors: The
organizational sense in which job activities
are performed often has factors affecting the
motivation, stress and efficiency of
employees. The way staff are introduced to
new technology or some other transition,
and the organizational support they receive
— such as preparation and time to
acclimatize was related to stress and success
(Carayon & Smith, 2000).
Individual: The physiological and
psychological responses that the preceding
elements of the work system model should
produce are decided by a number of
personal factors. These include
temperament, physical health status, skills
and abilities, physical conditioning,
anthropometrics, prior experience and
learning, motivations, aspirations and
desires, but are not limited to.
Therefore, it can be seen that the
organizational factors play a crucial role in
fulfilling the need for fluid communication
both in internally and with the environment,
regardless of it being physical and virtual.
However, with the incorporation of these
factors the flexibility in managing and
communication can be increased by
generating useful knowledge at each level of
the organization. Also, when organizations
utilizes technologies, employees who work
in virtual environments avail greater benefit
in terms of sustainability and productivity
than the employees working in organizations
with physical environments. Further, these
organizational factors are significantly
important for enhancing the overall
productivity of both the physical and virtual
organizations.
REFERENCES
[1] Carayon, P. & Smith, M.J. (2000). Work organization
and ergonomics. Applied Ergonomics. [Online]. 31
(6). pp. 649–662. Available from:
https://linkinghub.elsevier.com/retrieve/pii/S000368
7000000405.
[2] Chaudhari, D.A. (2010). Benefits and challenges of
Virtual Organizations. [Online]. Available from:
https://www.researchgate.net/publication/281079578
_Benefits_and_challenges_of_Virtual_Organizations
.
[3] Detelj, K., Čalopa, M. & Pihir, I. (2009). Impact of ICT
on the structural and contextual organizational
elements: Case of the Varaždin County. Journal of
Information and Organizational Sciences. [Online].
33. Available from:
https://www.researchgate.net/publication/40624944_
Impact_of_ICT_on_the_structural_and_contextual_o
rganizational_elements_Case_of_the_Varazdin_Cou
nty/citation/download.
[4] Elsbach, K.D. & Pratt, M.G. (2007). 4 The Physical
Environment in Organizations. The Academy of
Management Annals. [Online]. 1 (1). pp. 181–224.
Available from:
http://annals.aom.org/lookup/doi/10.1080/07855980
9.