In this paper, the author examines several structural frameworks: Weber's model of bureaucracy, Likert's system 4 organization, Bolman and Deal's four-frame model, Mintzberg's strategy-structure typology, Scott's open-systems perspective, Senge's learning organization, and Bass's transformational leadership. In the broadest sense, the usefulness of organizational structure in the field is an attempt to create organizations with best administrative styles or practices; increased capacity for organizational learning; greater opportunities for the individual growth and fulfillment of its members; and ultimately organization success.