Organizational.Design

The structure of a team, group, or organization can have a measurable effect on the performance, productivity, and culture of that organization (Bai 2017, Nouri 2013, Delarue 2003).

Individual Contributors

Individual contributors are (TBD FIND BEST DEFINITION).

Individual contributors and there are people in management the further up the chain you go the more risky challenging and disruptive it can be to mix those rules. An individual contributor that is fairly high up the chain is not going to have enough time to lead people, manage the deliverables that person is responsible for, and also contribute as an individual. This is potentially a recipe for burnout.

When combining individual contributor roles with management roles, the span of control for those roles should be kept as minimal as possible. The larger the span of control, the more time is required to lead as well as manage deliverables and other responsibilities. Obviously, this means they have less time to deliver on their individual contributions.

References

• Team Structure
• Bai, W., Feng, Y., Yue, Y., & Feng, L. (2017). Organizational structure, cross-functional integration and performance of new product development team. Procedia Engineering, 174, 621-629.
• Delarue, A., Stijn, G., & Van Hootegem, G. (2003, October). Productivity outcomes of teamwork as an effect of team structure. In Documento presentado en el 7th International Workshop on Teamworking. Prato (Italia): Monash University Prato Centre.
• Nouri, R., Erez, M., Rockstuhl, T., Ang, S., Leshem‐Calif, L., & Rafaeli, A. (2013). Taking the bite out of culture: The impact of task structure and task type on overcoming impediments to cross‐cultural team performance. Journal of Organizational Behavior, 34(6), 739-763.