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Home > About USPS & News > Forms & Publications > Postal Periodicals and Publications > Manuals > Employee and Labor Relations Manual - Issue 18 > 1 Organizational Structures > 120 Structures and Staffing
121 Overview
The basic organizational structure of the Postal Service consists of five
levels: Headquarters, areas, districts, processing and distribution centers,
and Post Offices. Some units are uniquely designed because of their
specialized nature; however, units that perform essentially identical functions
are typically standardized. The central organizational thrust of the Postal
Service is to standardize structures to the greatest extent possible. When
circumstances require organizational adaptation to special operating
conditions or service requirements, it is appropriate to make the necessary
allowances in terms of structure and staffing.
122 Structuring Principles
An effective organizational structure should have the following characteristics:
a. Each position should be tailored to be within the capacities of a single
individual.
b. Each position should be subject to the line authority of only one higher
position.
c. Each position should be clearly defined in terms of objectives and
measurable contributions.
d. All related activities necessary to hold an incumbent accountable for
achieving objectives should be assigned to each position.
e. Duties and authority should be definitely fixed and authority should
correspond with responsibility.
f. The structure should be developed within the complement constraints
that have been realistically projected.
g. The structure should provide for the control of all work necessary to
achieve mandated objectives.
h. Responsibility for current and long-range work should be clearly
segregated.
i. Positions should be classified and grouped to avoid gaps or overlaps in
work and/or functions.
j. The span of control should be neither so broad as to exceed the
manager's capacity to manage and integrate effectively nor so narrow
as to preclude adequate delegation.
k. The chain of delegation should be short enough to minimize filtering
communications vertically.
l. Related activities should be integrated at the lowest level consistent
with the attainment of objectives, economical use of personnel, and
assignment of responsibilities.
m. To the extent possible, future work requirements should be anticipated
in the organizational design in order to avoid the need for frequent
reorganizations.
123 Standard Structures
123.1 Characteristics
Most field operations have common characteristics that can be assessed
based on relative size, complexity, and accountability for the work to be
performed, accommodating the application of standard organizational
structure and staffing determinations.
123.2 Installations
Established standard structures have been developed for most field units
(e.g., district, processing and distribution center, bulk mail center, Post Office,
and carrier station).
124 Specialized Structures
Specialized structures must be individually established, based upon
operational requirements that separate these units from other organizations.
A specialized structure generally meets one or both of the following
conditions:
a. Uniquely complex (and normally large) because of service
requirements and operational scope.
b. Highly specialized in terms of functions.
125.1 Staffing Overview
Having established an effective structure, the organizational design process
identifies appropriate staffing levels. Staffing (i.e., numbers, types, and grade
levels of positions) may differ in a given structure on the basis of operational
factors. However, functional responsibilities and reporting relationships
remain generally consistent from one installation to the next.
125.2 Staffing Criteria
The amount and type of work are the primary determinants of authorized
staffing. Organizations of comparable size and activity that fall within a
designated category (e.g., districts, processing and distribution centers, Post
Offices) usually can be staffed uniformly above the first level of supervision.
In some structures, circumstances may justify staffing variations above the
first level of supervision. Variations occur when the workload in specialized
functions fluctuates significantly between organizational units within a
standard structure category. In such instances, separate criteria may be
developed for position use.
125.3 Staffing Matrices
A staffing matrix details types and numbers of positions for use within a
functional area, for example, inplant support or safety, to provide guidance to
districts and local installation heads. A staffing matrix shows the titles,
grades, and the minimum and maximum number of positions appropriate for
organizational types (e.g., districts, processing and distribution centers, bulk
mail centers, and Post Offices).
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