Organisational Structure

What is organizational structure?

By structure, we mean the framework around which the group is organized, the underpinnings which keep the coalition functioning. It's the operating manual that tells members how the organization is put together and how it works. More specifically, structure describes how members are accepted, how leadership is chosen, and how decisions are made.

Why should you develop a structure for your organization?

• Structure gives members clear guidelines for how to proceed. A clearly-established structure gives the group a means to maintain order and resolve disagreements.
• Structure binds members together. It gives meaning and identity to the people who join the group, as well as to the group itself.
• Structure in any organization is inevitable -- an organization, by definition, implies a structure. Your group is going to have some structure whether it chooses to or not. It might as well be the structure which best matches up with what kind of organization you have, what kind of people are in it, and what you see yourself doing.

When should you develop a structure for your organization?

It is important to deal with structure early in the organization's development. Structural development can occur in proportion to other work the organization is doing, so that it does not crowd out that work. And it can occur in parallel with, at the same time as, your organization's growing accomplishments, so they take place in tandem, side by side. This means that you should think about structure from the beginning of your organization's life. As your group grows and changes, so should your thinking on the group's structure.

Elements of Structure

While the need for structure is clear, the best structure for a particular coalition is harder to determine. The best structure for any organization will depend upon who its members are, what the setting is, and how far the organization has come in its development.

Regardless of what type of structure your organization decides upon, three elements will always be there. They are inherent in the very idea of an organizational structure.

They are:

1. Some kind of governance
2. Rules by which the organization operates
3. A distribution of work

Governance

The first element of structure is governance - some person or group has to make the decisions within the organization. 

Rules by which the organization operates

Another important part of structure is having rules by which the organization operates. Many of these rules may be explicitly stated, while others may be implicit and unstated, though not necessarily any less powerful.

Distribution of work

Inherent in any organizational structure also is a distribution of work. The distribution can be formal or informal, temporary or enduring, but every organization will have some type of division of labor.

There are four tasks that are key to any group:

• Envisioning desired changes. The group needs someone who looks at the world in a slightly different way and believes he or she can make others look at things from the same point of view.
• Transforming the community. The group needs people who will go out and do the work that has been envisioned.
• Planning for integration. Someone needs to take the vision and figure out how to accomplish it by breaking it up into strategies and goals.

• Supporting the efforts of those working to promote change. The group needs support from the community to raise money for the organization, champion the initiative in the state legislature, and ensure that they continue working towards their vision.

Common Roles

Every group is different, and so each will have slightly different terms for the roles individuals play in their organization, but below are some common terms, along with definitions and their typical functions.

1. An initial steering committee is the group of people who get things started. Often, this group will create plans for funding, and organizational and board development. It may also generate by-laws, and then dissolve. If they continue to meet after approximately the first six months, we might say they have metamorphosed into a coordinating council.

2. A coordinating council (also referred to as a coordinating committee, executive committee, and executive council), modifies broad, organization-wide objectives and strategies in response to input from individuals or committees.

3. Often, one person will take the place of the coordinating council, or may serve as its head. Such a person may be known as the Executive Director, Project Coordinator, Program Director, or President. He or she sometimes has a paid position, and may coordinate, manage, inspire, supervise, and support the work of other members of the organization.

4. Task forces are made up of members who work together around broad objectives. Task forces integrate the ideas set forward with the community work being done.

5. Action committees bring about specific changes in programs, policies, and practices in the sectors in which they work.

6. Support committees are groups that help ensure that action committees or other individuals will have the resources and opportunities necessary to realize their vision. Financial and media committees are examples of committees formed to help support or facilitate your work.

7. Community trustees, also known as the board of trustees or as the board of directors, provide overall support, advice, and resources to members of the action groups. They are often either people who are directly affected by the issue or have stature in the community. That way, they are able to make contacts, network with other community leaders, and generally remove or weaken barriers to meeting organizational objectives.

Choosing Your Organization's Structure

What type of structure should you choose?

First, decide upon the formality your organization will have. The following table, adapted from The Spirit of Coalition Building (see the Resources section below) can help you make this first decision.

Conditions favoring more or less formality in organizational structures
Condition	A looser, less formal, less rule bound structure would be favored when...	A tighter, more formal, more rule-bound structure would be favored when...
Stage of organization development	The organization is just starting	The organization is in later stages of development
Prior relationships among members	Many such relationships already exist	Few such relationships already exist
Prior member experience in working together	Many such experiences have occurred	Few such experiences have occurred
Member motivation to be part of the organization	Motivation is high	Motivation is low
Number of organization tasks or issues (broadness of purpose)	There is a single task or issue	There are multiple tasks or issues
Organization size	The organization is small	The organization is large
Organization leadership	The leadership is experienced	The leadership is inexperienced
Urgency for action	There is no particular urgency to take action now	There is strong urgency to take action now

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