This chapter examines how differences in the structure of organizations influence global HRM. Basic organizational structures can be described in terms of their complexity,formalzation,and centralization,which when combined from structures ranging from mechanistic to organic. These structures are influenced by the societal context in which they exist, based on what is perceived as legitimate in society and what is consistent whit management values. In addition to formal structure, all organization have an informal structure comprised of a set of normative behaviors and relationships. Global HR is central to the development of social capital and other informal control mechanisms in the MNE. Multinational organizations have found a variety of ways to integrate their international operations. These different configurations of the multinational organization have implications for the extent to which global HR function are centralized and independent. Regardless of the overall structure of the organization, the local subsidiaries face conflicting pressures for consistency with the overall organization and adaptation to the local environment. Some HRM functions are more susceptible to the forces for local adaptation than are others. In addition, the extent to which an HRM activity is central is organized and delivered. Finally, the organization of HRM to accomplish its mission creates a number of different and conflicting roles for HR professionals, which they must keep in balance to be effective.