Organizational structure assessment based on structural analysis: many-to-many Relations-Process Integration Azedine BOULMAKOUL, Zineb BESRI LIM/IDS Lab. Computer Sciences Department, Mohammedia Faculty of Sciences and Tech- nology, B.P. 146 Mohammedia, Morocco azedine.boulmakoul@gmail.com, z.besri@gmail.com Abstract. To maintain and strengthen their positioning, organizations are registered in a continuous process of quality improvement. In this context, they regularly carry a crit- ical review or redesign their processes for more effectiveness and efficiency. Such pro- jects often supports organizational overhaul, the implementation of a new information system. To carry out and achieve the desired objectives, organizations must be able to analyze their current modes of operation, to compare best practices and engage all stakeholders to rethink and restructure the process mode. The redesign is to conduct changes of distribution of work, allocation of tasks to resources involved and change the roles of performers if necessary. The organizational structure is usually designed to follow the strategy of the company. A strength company depends on its organizational structure and performance of its staff. The paper proposes identifying current dysfunc- tions of business processes and the definition of areas for improvement with concrete and measurable impact. It proposes a method for assessment of organizational structure based on structural analysis. A case study is presented to assess organizational structure via many-to-many relationship-process. The diagnosis detects non-conformances of the business organization. It analyses the organizational structure through structural indica- tors such as eccentricity, complexity, betweenness-centrality and closeness-centrality. The paper takes an example of two business process from Telecommunication Compa- ny. It derives two relationships that are: collaborative relationship and transfer relation- ship work. Keywords. q-analysis, business process, structural analysis, algebraic topolo- gy, organization redesign. 1 Introduction Organization redesign is a powerful tool for improving organizational structure and indi- vidual performance. Reorganization is the most frequent response of management to a per- formance problem and how to design to strategies for implantation. The organization rede- sign is concerned with changing the assigned goals, roles, responsibilities and relationships within a given enterprise organization. Why an organization should be redesigned? To re- spond this question we should at first assess the enterprise organizational structure and get a complete diagnose about it. The objective of organizational diagnosis is the analysis of the organizational structure, leading to identify the cause of that failure and non-compliance. It also allows evaluates and makes an overall judgment to highlight the potentials and weaknesses of a company and to identify competitiveness factors. In general diagnosis generates a report with indicators measured. The shape of the diagnosis depends on the nature of the planned objectives, the means and resources available. Several shapes are identified and can be divided into three types of diagnostic (Clayton 1980):