It was described by Handy in 1993 that there are fourfold classification of organisations'. He introduced a more specific knowledge about organisational structure as the entrepreneurial, bureaucratic, matrix and independent form. The different characteristics of these forms are what the business is, how the strong central control is, how large the organization size is, and what the developmental direction is in the future. However, there is no only one absolute structure for an organization. Organization may adopt different models to serve the function it aims to achieve. However, four kinds of structures have self-trait, and may be operated in different company even in department. But most of the times they are interdependent and co-operative. As structure-distinguishing modifies responsibilities and powers, it makes employee clear what they should be doing. As a result, employees can feel the sense of achievement and the joy of fulfilled responsibilities. On the other hand, clear responsibility also makes it easy for management to evaluate the performance of employees.
Secondly, functional flexibility creates efficient working time and motivation. As a successful manager, one should consider how to maximise employees' performance within limited time. In other word, organisation should be aiming at achieve flexible structure in order to make flexible employee'. It refers to an employee who can deal with more tasks in accordance to the change of situation in horizontal and vertical level. Executives should make organisational structure to be logical and satisfy the needs of change, but not to be fixed. Nowadays, it is not difficult to find boring-monotonous-assembly-line work which is no longer presents high effective produce. Japanese type of working model should be criticised by new flexible function. In this function, employees will gain more opportunities to be involved in different horizontal and vertical levels of operation.
