ABSTRACT
It is often easier for managers to think more about personalities than about the job carried out by individuals. Whilst it is important to think of personalities, the prime aim should be consideration of both the nature of the work to be done and how the work can best be allocated and carried out. This requires a decision as to what kind of jobs need to be created and for what reason. It is also necessary to review whether existing jobs are suited to the organisation’s current needs and to those of the individual job holders. Having achieved an appropriate structure, members of the organisation will be aware of how the organisation is configured, especially with reference to the relationships which its planners believe ought to exist. In a more specific sense, structure is a map of how organisational activities and processes are arranged and linked to one another. This is characterised by the organisation chart itself In museums, organisational structures have been designed through tradition; nevertheless they are slowly responding to environmental opportunities and threats.
