IntroductionMcShane and Von Glinow state that “the best organizational structure depends on the organization's external environment, size, technology, and strategy” (409). To identify the best organizational structure for Protegé Engineering, I will first determine what “Organizational Structure” means. In a second phase I will analyze its elements and cut out the important components for the organization considered. Finally I will provide a conclusion and recommendation. Organizational Structures In general, organizational structure is related to how an organization organizes employees and jobs, so that its work can get done and its goals can be achieved. McShane and Von Glinow define "organizational structure" in more detail; state that organizational structure “refers to the division of labor as well as the patterns of coordination, communication, work flow, and formal power that direct organizational activities” (386). To understand what this means, we'll take a look at each component. Division of labor is related to the “division of labor into separate jobs assigned to different people” (McShane and Von Glinow 386). Coordination models refer to the coordination of work activities between employees where they divide the work. This process requires a coordination mechanism to ensure workflow, which means everyone works in concert (McShane and Von Glinow 386). The main means of coordination are informal communication which involves “sharing information about each other's tasks and forming common mental models to synchronize work activities”, formal hierarchy which refers to “the assignment of legitimate power to individuals, which they then use this power to direct pro work.” ..... half of the paper ......ble when 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 maintains the best characteristics of previous cultures, and is more likely to be successful when existing cultures already need improvements so that employees are motivated to accept change. This strategy is especially challenging 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 commitments made by employees. Therefore, employees should be involved in the process as early as possible (Badrtalei and Bates 314).