INTRODUCTION

Globalization, technological advancements, and dynamic workforces characterize the contemporary business landscape. Organizations like BMW$,$ Apple, Microsoft, and Goldman Sachs operate across geographical boundaries, employing individuals in diverse settings $$ from home offices to manufacturing plants. This complexity necessitates rethinking traditional management practices and adapting organizational structures to foster efficiency, agility, and employee engagement. However, understanding modern management requires acknowledging its historical roots.

Five Functions of Management Theory

In $1916,$ Henri Fayol, a French engineer, developed the first principles of management theory. Fayol, known as the founder of the line and staff organization, drew from his experience as a successful director of a mining company to create theories that are still relevant in modern organizations. As organizational complexity increased, there arose a need for professional management. Fayol addressed this need by formulating the concept of the five functions of management.

Fayol's $14$ general principles of management gained worldwide recognition. He identified six general activities for industrial enterprises, including technical, commercial, financial, security, accounting, and managerial functions.

Among these, he defined five functions of management that are applicable today. These functions focus on the relationship between personnel and management and serve as guides for effective problem$-$solving.

The Five Functions of Management

$1.$ Planning: Involves developing a well$-$constructed action plan by looking ahead. According to Fayol, this is the most challenging function and requires active participation and coordination at various levels, considering available resources and personnel flexibility.

$2.$ Organizing: Involves arranging proper organization to ensure smooth operations and establish a solid structure. This includes having adequate capital, staff, and raw materials.

$3.$ Commanding: Involves providing clear instructions and orders to enable employees to understand their roles and responsibilities. Successful managers possess integrity, effective communication skills, and base their decisions on regular audits. They also could motivate and inspire team members.

$4.$ Coordinating: Involves harmonizing all activities within an organization to enhance overall functionality. Coordination aims to stimulate motivation and discipline within group dynamics, necessitating clear communication and strong leadership.

$5.$ Controlling: Involves monitoring activities to ensure their alignment with the established plan. This process consists of establishing performance standards, measuring, and reporting actual performance, comparing results against standards, and taking necessary corrective or preventive measures.

$2\mathrm{.}0.$ Organizational structure

Organisational Structure is defined as a system which ensures the accomplishing and connecting of the activities that occur within a work organization. It helps to know what work should be done and what support to be accorded to the employees to fulfil the objectives of the organisation. It also includes activities such as rules, roles, and responsibilities. not having a formal structure in place may prove difficult for certain organizations. For instance, employees may have difficulty knowing to whom they should report. That can lead to uncertainty as to who is responsible for what in the organization.

$2\mathrm{.}1.$ Types of Organisation Structures

$2\mathrm{.}1\mathrm{.}1.$ Functional

Functional is how the organizational structure groups its functions, offices, and teams. Groups are sorted according to tasks each group does to form departments, you could also divide the business into groups based on product or brand lines, geographic locations or even customer needs.

$2\mathrm{.}1\mathrm{.}2.$ Divisional or Multidivisional Structure

This is common among large companies with many business units, a company that uses this method structures its leadership team based on the products, projects, or subsidiaries they operate. A good example of this structure is Heineken Company which has a hundred of operating companies across the globe, the company structures itself, so each business unit operates as its own company with its own Country Manager.

$2\mathrm{.}1\mathrm{.}3.$ Flat $($Flat Archy$)$ Structure

Flat Archy, also known as a horizontal structure, is newer, and is used among many startups. As the name alludes, it flattens the hierarchy and chain of command and gives its employees a lot of autonomy. Companies that use this type of structure have a high speed of implementation.

$2\mathrm{.}1\mathrm{.}4.$ Matrix Structure

Firms can also have a matrix structure. It is also the most confusing and the least used. This structure matrixes employees across different superiors, divisions, or departments. An employee working for a matrixed company, for example, may have duties in both sales and customer service.

$2\mathrm{.}1\mathrm{.}5.$ Circular Structure

Circular structures are