The organization is a living thing that is affected by various elements and in the contemporary era,
the increasingly accentuated internationalization of economic processes, the phenomenon of
openness to new markets, the levels of competition and profiles of current competitors,
technological advances, the growth of communications, among others, are all elements that have a
direct impact on the architectural structure of organizations.
All these changes have resulted in the revision and updating of the organizational architecture,
formed by the set of organizational elements: strategic objectives, formal structure, administrative
processes, information flows, personnel and information technologies, which describe the
operational functioning of the company. In this process all units must be coordinated for alignment
ensuring the achievement of the objectives set out in the strategic planning of the organization.
For the revision and updating of the organizational architecture it is necessary to choose the right
model and take the process through the right ways to avoid falling into a misaligned structure.
In 1977, Jay Gailbraith, a recognized global expert in the field of organizational design and strategy,
developed the Star Model, a conceptual framework where five categories are highlighted Strategy,
Structure, Processes, Rewards, People. The model considers a number of design policies that can be
controlled and that affect the behavior, performance, and culture of the organization.
Based on contributions resulting from different empirical studies and work experience in large
companies, Galbraith explains that there is not a “best” form of organization and that not all forms
are equally effective (Galbraith, 1977). Thus, through the organizational design analysis framework,
Galbraith clarifies that the structure is not synonymous with organizational design. To achieve
effectiveness, the definition of an organization chart must follow the alignment of processes, the
reward system and the management of people, all under the guidance established by the strategy
(Galbraith, 2012), which, due to its nature, is undoubtedly different in each organization.
The correct balance of each of the elements that make up the model generates consistency within an
organization and promotes high organizational performance, but the management style will be
decisive for a structural redesign to have a good chance of success.