Organizational Structure and Performance

For any organizational structure tosucceedtowardsperformance, it needs tohaveoutstandingleadership skills and strategies such as those depicted by Rossetti’s organizational leadership in the agency (Rainey and Thompson, 2006). Through exemplary leadership techniques, performance can be improved within anagencybutagaintheemploymentof such techniques requires theapplicationof appropriate organizational structures that are in accordance with the nature and missions of the agency. In his time at the IRS Rossetti applied variousleadershiptechniques in implementing reforms and a new organizational structure to change thefaceof theagencyand improve performance.In thispaperIrelatehow Rossetti integratedthe useof his outstanding leadership strategies in implementation of the new organizational structure.The manner of functioning of this new organizational structure and thedifferencefrom thepastorganizational structures and Rossetti’s strategies in ensuring the success of this organizational structure in theagencyand improvement of performance in customer servicesdeliveryand dealing with complaints. … He further enhanced communication within the structural levels of theorganizationupon taking the leadership role. He depictedleadershipthrough being the first to leave his office door open throughout as a symbol of openness in communication. Thiseffectivecommunication strengthened the relationship among the different department of the organization and in the overall improving the performance. Hefurtherembraced participation .partnershipboth within the organization and with outsiders. He ensured this through the buildup ofactivityteams and groups within the employees to facilitateaidand decision making among the employees. He also made the decision tobringprofessional outsiders within theorganizationtoaidin the running of the organization incompletionof its mission. Throughout and after his employment period Rossetti became a legend in the IRS for his ability todepictkeenintellect and analytical abilities within the organizational structure. Through this, he became a staunch analyst in the management and running processes of theorganizationand later became referred to as agenius and managementgenius by his colleagues in the IRS. Upon the employment of Rossetti in the IRS, various structural and reforms changes authorized with his innovation and commitment to make the nsucceedin spite many people’scriticismof his plans .abilitytoensuechange within the IRS.Before his employment, the IRS was incorporating the use of a fragmented organizational structure. On his emergence into the IRS, Rossetti regarded thisuseof fragmented organizational structure as a