The complexity of global challenges requires that organizations collaborate with one\nanother. To do this, stakeholders need flexible structures that are designed in a way\nthat allows organizations to collaborate. However, it is not known whether Ugandaâ??s\norganizations are structured in a way that allows them to collaborate with one\nanother, casting doubt as to whether they can manage the complexity of global\nchallenges such as graduate unemployment. Informed by Hage and Aiken (1967), we\nstudied the structures of selected organizations in Uganda and found out that their\nmajor components, i.e., centralization and formalization, are designed in a way that\nmay not allow collaboration to occur. We found out that the organizational\nstructures were exclusive in decision-making, had high power distance (HPD), jobs\nwere strictly codified, and organizations enforced stringent rule observation. These\ngaps make it difficult for people interaction and involvement and deny them of their\nfreedom to relate with one another, making it difficult for a collaboration between\ndifferent agencies to occur. To enhance organizational collaboration, it is\nrecommended that organizations should be restructured to become more inclusive,\ninteractive, and democratic since organizations structured in this way have shown\ncollaboration success and greater achievement of society needs.
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