The organizational structure at WorldCom is mostly hypothetical. According to the organization, culture spells that the authority of the management is unquestionable (Scharff, 2005). By firmly laying emphasis on teamwork, it is a necessity for the management to play the part of a team player, a strategy meant to reduce dissenting opinions (Scharf, 2005). Theoretically, the company was treading in a “groupthink model,” a model in which the individuals within the organization adopt an ideology in that keeps them engrossed to certain guidelines. In relation to this theory, organizations that follow this route tend insufficiently to examine alternate course of action before taking the action itself (Schjarf, 2005)

The corporate structures of WorldCom are highly disintegrated, and structural integration is minimal, creating silos in the organization. The company lacks a proper liaison mechanism amongst the different departments of the organization. For example, the finance department at WorldCom rarely diffuses annual financial reports to the procurement section for analysis. Compared with similar organizations like Apple and virgin Atlantic, the body lags behind in structural performance. Whilst Apple and virgin Atlantic lay emphasis in producing products and services tailor-made to the market, WorldCom primarily believes on individual interests.

The various departments at WorldCom lack compliance to defined ethics that in most cases go unrealized. As per the company policy, goals are set divisionally as per the strategies employed by the department. Consequently, the set targets act as the company’s performance index, a practice considered as vague in the real business world. Although there exists units with smaller structures within the company, communication across the departments is lacking. In conclusion, the groupthink structure of WorldCom renders it ineffective in outperforming its competitors. A fresh strategy is inevitable if the company tries to reemerge again as the global provider of telecommunication again.