Organic Vs. Organic Design

The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008).

Mechanistic structures are the predominant authority at the very top of the management level. In some companies this management level could be called the Executive Director, President, or possibly the CEO. Orders are passed from this top authority down the management line down to the lower level of employees.

The primary purpose of this paper is to perform an analysis on my organization and identify a problem that the organization is experiencing. To accomplish this task, a brief background of the organization, will first be provided. This will serve to establish a solid foundation for context. Then, the problem will be discussed in detail; to include the nature, as well as any applicable theories that will not only lend support to the paper, but also add additional value. After the issue is laid out, an analysis will be conducted on the nature of the problem. Again, this will help to frame the problem in a context that is easy to identify with. Lastly, a solution will be recommended that would be fit the needs of the organization via it’s members, in order to adequately address the problem.

They argue that only this structural development method can lead a corporation to the capabilities needed for sustained competitive advantage and high performance. The disagreement continues regarding how companies are able to maintain sustainable to continue their competitive advantage among others in the same industry. Is this sustainable due to how the company handles collaboration and direction, dedication and belief, technical skills and leadership capabilities, open conversation, inspiration, and the knowledge for capacity for encounters rather positive or negative and learning from each. The authors state that the way management approach the modification they want to make in a business is by using the results-driven change and slower, top-down, bottom-up development of the business, for this

Organizational change is usually triggered by relevant environment shift, either internal or external, that sensed by companies and leads to intentionally generated response (French, Bell & Zawacki, 2006). This paper will discuss several organization development models..

Aside from educating a manager through formal training in managing an organization through change, there are many ongoing activities that will increase a manager's awareness and aid them in supporting a more complex organizational structure as it develops. A company's organizational structure is a road map of its communication patterns. A well-designed structure can also make it easier to identify inefficiencies and new problems as the organization grows. Reviewing the organizational structure on a regular basis will help ensure that the organization set up for optimal growth well into

The organic design structure also gives rise to the divisional approach where departments are grouped together to attain the specific goals of the organization whether it be a specific product or service provided by the organization. This approach is based mainly in large corporations who provide products or services for different markets or geographical locations and each department must be self sufficient. With this approach managers would not be delayed in

The design of an organisation is highly crucial for a firm in today’s world in order for it to achieve and sustain its competitive advantage that will place the firm in a stronger position than its rivals. The firm can manipulate the components of organisation design, fit these elements with one another and with the strategy, to impact the firm’s performance. Hence, the goal for the organisation is to have a good fit between the firm’s design and its competitive advantage in order for the firm to be strategically aligned with the strategy. Any effective design will have to address 2 general problems: the coordination and incentive problems and must do so in a way that supports the organisation’s strategy. The firm can make use of the

In the 1930s, the average American ate around 97 pounds of meat in one year (Daniel 575). Now, the average American consumes about 270 pounds of meat per year (Barclay). Not only has this increased by almost 200 percent, but it really is not safe to eat this much meat in general. Although the meat industry provides the comfort of All-Natural and Premium Ingredients used in their products, it does not cover up what is truly inside of the meat they sell. The meat, however, is not the only current food related problem in the U.S. Traditionally raised fruits, vegetables, and animal products may contain pesticides, growth hormones, and antibiotics that can be harmful or even terminal to the body. In recent years, organic and non-GMO foods have been introduced to the food product consumer in hopes to turn away from the regular products. These organic and non-GMO foods are just a way for some portions of the food industry to help guide the consumer back to the way the food industry used to be. Therefore, the non-GMO and organic foods must help boost your immune system and well-being.

It happens all too often- a consumer goes to the supermarket on a run for the necessities: milk, eggs, bread, meat, fruit, vegetables and possibly more. Seems quite simple, however there are choices to make when it comes to the food you purchase. Some obvious decisions to be made could be the brand, size of package, or even the amount of each item to buy. There is one slightly more obscure choice to be made, though. Consumers have the power to choose the origin from which their food comes, prior to hitting the grocery shelves. Conventional or organic? An origin of pesticides and chemicals, or an origin of naturally nutrient-rich soil. This appears to be an easy verdict when it is put into those brief terms; however, when price, clever marketing, and overall confusion of the subject are factored in, it becomes quite the predicament. Many consumers experience a dilemma when deciding what type of foods to feed themselves and their families. Consumers should purchase organic foods because of the additional health benefits they provide without the toxins that are evident in conventionally produced foods.

Mechanistic structures are designed to induce people to behave in predictable, accountable ways. Decision-making authority is centralized, subordinates are closely supervised, and information flows mainly in a vertical direction down a clearly defined hierarchy. In a mechanistic structure the tasks associated with a role are also clearly defined. There is usually a one-to-one correspondence between a person and a task (figure 1 depicts this). Each person is individually specialized and knows exactly what he or she is responsible for, and behavior inappropriate to the role is discouraged or prohibited.

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.

When it comes to organizations, change is constantly occuring. Managers are accountable for preparing the business, in addition to helping the employees cope with the change. The purpose of this paper is to highlight an organization and to diagnose the need for change and present a plan to transform the company, using Kotter 's 8-Step Approach. The following topics will be covered in this paper, company overview, diagnosis, Kotter 's 8-Step Approach, and Conclusion.

Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).

Mechanistic – A mechanistic organisation is an idea grew by English scholars Tom Burns and G.M. Stalker in their work titled "the management of innovation" (1961). As indicated by them, qualities of a mechanistic organisation mix a high level of learned many-sided quality, solution and concentration.