ANALYSIS OF THE ORGANIZATIONAL STRUCTURE IN COFFEE COMPANIES IN THE MUNICIPALITY OF CORQUÍN COPÁN, HONDURAS

Abstract

This study analyzes the organizational structure in coffee companies in the Municipality of Corquín Copan, Honduras, from a phenomenological qualitative approach, makes use of semi-structured indepth interviews and analyzes six initial categories, namely; specialization or division of labor, departmentalization, chain of command or unity of command, extension of control, centralization and decentralization, and formalization. It was found, first; on specialization in work, the activities are subdivided into jobs, however, they have other occupations as a result of the limited personnel, second; in departmentalization, the areas and jobs are clear, they have an organizational chart that facilitates the processes and the job profiles are well established, however, they are currently limited in staff, third; about the chain of command, they have an unbroken line of authority extending from higher levels to lower levels and they are clear about who should report to whom, fourth; in the extension of control, they have few personnel, thus, the line of extension of control is not very long because there is still a lack of personnel to hire in different areas, fifth, in centralization and decentralization, they are centralized because decision making it concentrates on a single point, specifically, on the assembly members, finally; in the formalization, all positions have clarity in their functions. It is concluded that there is a specialization of work, a line of command is clear, the extension of control is limited, they are centralized in decision making and finally, there is a standardization of positions.