Contemporary organizations are facing an increasing number of paradoxes and tensions within their internal structures. This paper explores the nature of these organizational paradoxes, with a specific focus on their presence in key dimensions of organizational structure. By analyzing the example of the automotive industry, this paper examines how organizations deal with these paradoxes and how they manage them. Key dimensions of organizational structure, such as centralization, decentralization, differentiation, and integration, often generate conflicting demands within organizations. These paradoxes are not specific to any particular industry; they are pervasive in modern business. Therefore, organizations must understand how these dimensions are interconnected and how they can create tensions. The analysis of the automotive industry illustrates the challenges organizations face in managing paradoxical tensions. The research methodology plays a crucial role in gathering relevant data and understanding specific issues. Researching these paradoxes provides not only theoretical insight but also practical guidance for organizations. Confronting paradoxical tensions requires flexibility and agility in organizational design and management. Instead of completely eliminating paradoxes, organizations should understand and manage them in a way that allows for the reconciliation of conflicting demands. In the case of our research, it was found that Jaguar Land Rover Croatia frequently balances between vertical and horizontal differentiation, resulting in an adaptable organizational structure. Furthermore, it was determined that this balance varies depending on changes in the automotive market.