International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-7, Issue-3, Mar- 2020] https://dx.doi.org/10.22161/ijaers.73.61 ISSN: 2349-6495(P) | 2456-1908(O) www.ijaers.com Page | 433 Organizational Structure: Study in a Rural Family Business Using the Three-Dimensional Development Model - MDT Vinicius Pinheiro Sala 1 , Edenis Cesar de Oliveira 2 1 Department of Agronomic Engineering, Federal University of Sao Carlos, Sao Paulo, Brazil 2 Department of Management in Agroindustrial Systems, Federal University of Sao Carlos, Sao Paulo, Brazil Abstract—Reconciling the strength of Brazilian agribusiness, globally recognized as the largest producer of commodities with the challenge of managing a family-run rural company is the challenge proposed in this study. Thus, this work aimed to diagnose the organizational structure of a rural family company, classifying it according to the Three-Dimensional Development Model - MDT, proposed by Gersik et al. (1997). The methodological set comprised the use of interviews with a semi-structured script, non-participant observation and documentary research, notably in the financial records. The numerical data were tabulated and systematized using an Excel® spreadsheet. Results showed an organizational structure classified as “Entrepreneurial Organization”. As for the classification in the Three-dimensional Development Model, the project is in the 'Controlling Owner' phase in the 'Property' axis; 'Expansion / Formalization' on the 'Company' axis. In the 'Family' axis, it presents a transition process from 'Entering the Company' to 'Joint Work'. Keywords— Organizational Structure, Family Business, Family Rural Company, Three-Dimensional Development Model, Case Study. I. INTRODUCTION Brazilian agribusiness consolidates itself each year as one of the main world producers of agricultural commodities. Thus, its great importance in the positive maintenance of the country's trade balance is notable, especially in the last years (2013 – 2015) when Brazil has gone through a serious economic crisis. Agricultural production is characterized by being a high-risk activity, due to the fact that it is an “open-air industry”, subject to the most varied climatic conditions such as: droughts, rain in excess, hail, intense thermal amplitudes, among others. In addition to these characteristics, the rural producer is also subject to oligopolies, an “evolved” form of monopoly (where a group of organizations owns a given product and / or service offer) and oligopsony (where there are few buyers and many sellers). In this scenario, the producer does not price the inputs, nor does he define the price of his products, as most industries do. Within this context, the producer has some strategies to generate profit and increase his income. The first and most widespread is characterized by the adoption of new technologies and new inputs that make production more efficient and increase productivity. However, this first option has a little measurable characteristic: the significant increase in production costs. According to data from the National Supply Company [1], soybean production costs increased by 623% in the last 20 years, and corn by approximately 546% in the same period. Notwithstanding this, there is the challenge of reconciling all these demands with the management of a company that was originally family-owned, considering all the attributes and specificities that are characteristic of this type of company. In order to better understand the peculiarities of a rural family business, it was sought to analyze a specific case, using the Family Business's Three-Dimensional Development Model as a “theoretical lens” [2]. Thus, the objective of this research was to diagnose the organizational structure of the rural family business, classifying it according to the Three-Dimensional Development Model of the Family Business [2]. A well-established organizational structure, based mainly on the principle of functionality, that is, a simple structure, but capable of responding to demands arising from the market environment. In the case of a rural family