Organisational design refers to the deliberate process of structuring roles, responsibilities, authority, communication patterns, and workflows in an organisation so that it can achieve its objectives effectively and efficiently. It is concerned with how tasks are divided, grouped, coordinated, and controlled, and how people interact with each other and with technology within the organisational system. Organisational design provides the formal framework that shapes behaviour, decision-making, and performance, and it reflects management’s assumptions about strategy, environment, people, and work. It is not a one-time activity but an ongoing process, as organisations must continuously adapt their structures to changing internal and external conditions. At its core, organisational design seeks to align an organisation’s structure with its goals, strategy, and environment. A well-designed organisation ensures clarity of roles, smooth coordination, accountability, and efficient use of resources, while a poorly designed organisation often suffers from duplication of effort, confusion, conflict, slow decision-making, and low morale. Organisational design is closely linked with organisational development and change, because changes in strategy, technology, size, or environment often require corresponding changes in structure, systems, and processes. One of the earliest and most influential theories of organisational design is the classical theory, which emerged during the late nineteenth and early twentieth centuries. Classical theorists such as Frederick W. Taylor, Henri Fayol, and Max Weber viewed organisations as rational, closed systems designed to achieve maximum efficiency. Taylor’s scientific management emphasized task specialization, standardization, and clear division of labour, with the assumption that productivity could be increased by designing jobs scientifically. Fayol focused on administrative principles such as unity of command, scalar chain, division of work, and centralization, which guided the design of hierarchical structures. Weber’s theory of bureaucracy described an ideal organisational form based on formal rules, clear authority relationships, impersonal decision-making, and merit-based selection. While classical theory provided a systematic approach to organisational design, it has been criticized for its rigid structures, overemphasis on control, and neglect of human and social factors. In response to the limitations of classical theory, the human relations and behavioural approach to organisational design emerged. This perspective emphasized the importance of people, social relationships, and informal structures within