Complementarity in Organisation

The organisation’s structure and its dynamics will influence how and when complementarity is realised. Organisations are associations of persons grouped around the pursuit of specific goals. They are created to achieve objectives beyond those that could be achieved by any one individual and are traditionally defined by boundaries, a shared body of rules and processes and the empowerment of managers to ensure that these are adhered to. But organisations are neither homogenous nor static entities and are constantly adapting to new environments. And in the wake of change elicited by the Fourth Industrial Revolution, business organisations strive for progression adapting their structures from those that are relevant to an existing reality to those more apt for a future ideal. Achieving complementarity will feature in this process with a sympathetic organisational structure. This chapter will work on the hypothesis that when the qualities of leadership complement those of management which in turn complement those of talent management and employee engagement in a holistic model of organisation, the outcomes will exceed the sum of each of these phenomena as singular events. The emphasis here is on organisation, its structure, and its dynamics facilitating complementarities-in-performance and complementarities-in-use.