Organization Design And Organizational Design

Organizational Structure Organization structure is the differentiation; that is the way the organisation is differentiated into tasks, responsibilities, departments and hierarchies and the integration (the way the organisation is coordinated to form a unitary whole). It defines how activities in the organization are directed toward the achievement of organizational aims. The structure provides the foundation on which standard operating procedures and routines rest, determines which individuals get to participate in which decision making processes and thus to what extent their view shape the organization’s actions (Stephen, 1987) United Parcel Services Organization Chart United Parcel Service, Inc. (UPS) is the world’s largest package delivery

The structure and design of organizations have drastically changed over the last twenty-five years. Organizations develop new goals at the beginning of the year or after the completion of previous goals, and heavily depend on planning to help achieve these goals. Planning is an integral part of organizational success, as upper management receives substantial information on various needs such as risk uncertainty, available resources, employee development, and unforeseen changes in technology (Daft, 2013). Most importantly, successful planning allows management to make effective decisions when unforeseen events arise within the organization. Not participating in planning is equivalent to taking a road trip across the country without a

Structure is the basis through which an organization seeks to create control the direction of an organization. This is completed through clear definitions of the allocation of work, differentiation, and the coordination of having those responsibilities working together towards the efforts of the organization, integration (Bolman & Deal, 1993, pp). Through these methods, the organization is able to devise a division of labor that collaborates to bring about the missions and goals of an organization. The structure that comes about from this can be varied in their rigidness and flexibility it allows, and to an extent this is a great contribution to its success.

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).

Organizational design is defined as a functional, divisional, and matrix structure in an organization. For Boeing, a Metrix structure is used for stronger horizontal alignment for the organization, starting with the CEO, the matrix structure of Boeing flows downward to nine department heads who are senior vice presidents, these departments are listed as follow:

Organisation Design Ensures that the organisation is appropriately designed to deliver organisation objectives in the short term and long term and that structural change is effectively managed.

Daft, Richard L. Organizational Theory and Design: 12th edition. South-Western College Publisher. 24 April 2015

The design of a company affects every aspect of the business such as the way its members communicate, how decisions are made, and how the work is delegated, etcetera (Dictionary.com, 2006). This layout is known as the organization structure formally defined by Wikipedia (2006) as, "the way in which the interrelated groups of an organization are constructed. From a managerial point of view the main concerns are ensuring effective communication and coordination." In respects to project management there are three primary organizational break downs they are functional structure, pure project structure, and matrix structure. We will take a look into each of these structures to better identify the similarities and differences

Organizational design refers to the methodology which is used in identifying the dysfunctional aspects of the systems, structures, procedures as well as workflows realigning them in such a way to fit the business goals thus helping in developing the plans to assist in implementing the new changes (Foss, Lyngsie & Zahra, 2013, 1460). As the district manager, I will adopt the team structure as the organizational design. With reference to the organizational design, team structure refers to a design whereby the organization is made up of several teams and every team works towards achieving a common goal. In this type of organizational design, there are no chains of command or hierarchy. Thus, the

The organization design simply refers to the strategies that go into aligning the organizational structure with the objectives and mission of the company in question, in this case the Dunkin Donuts (DunkinDonuts.com, 2014). At the heart of the Dunkin Donuts organization design will be the element of proper communications among the different departments. The

Design management is cross-functional work that has become very important in today’s highly competitive environment. Management design is among the key strategic activity in many organisations and makes a foundation on which organisation’s operations are built, including the very important activities such as managerial hierarchies and grouping of the workers. Management design shows business leadership structure setting forth lines of authority and the reporting line in the business. Such a design is very important because it enables stakeholders to understand their role in the organisation. A well-designed leadership structure helps to curb leadership wrangles which can adversely affect the running of the organisation. Without clear management design, employees are likely to get misguided or confused. To avoid such mistakes, it is very important to develop an effective management design that guides. In addition, it is only through a very effective management design that an organisation develops a culture recognised by the executive, management, and the employees. Management design put in place by a company can have long lasting effects on the company’s culture. For example, creating managerial hierarchy and grouping of employees in different departments significantly affects how the employees interact with each other which can form a part of organisation’s culture. Managerial design can dictate the employees who solve

Organizations use technology to leverage their competencies to remain competitive or surpass their competitors. In pursuit of competencies, organizational structures support the various forms of technology and its successes or lack thereof. At times, organizations may prefer to decide to alter its structure and technology to create different competences.

Design management is cross functional work that has become very important in today’s highly competitive environment. Management design is among the key strategic activity in many organizations that makes a foundation on which organisation’s operations are built, including the very important activities such as managerial hierarchies and grouping of the workers. Management design shows the business leadership structure setting forth lines of authority and the reporting line in the business. Such a design is very important because it enables different stakeholders to understand their role in the organisation. A well designed leadership structure helps to curb leadership wrangles which can adversely affect the running of organisation. Without clear management design, employees in the organisation are likely to get misguided or confused. To avoid such mistakes, it is very important to develop an effective management design that guides the employees. In addition, it is only through a very effective management design that an organisation develops a culture recognised by the executive, management, and the employees. Management design put in place by a company can have a long lasting effects on the company’s culture. For example, creating managerial hierarchy and grouping of employees in different departments significantly affects how the employees interact with each other which can form a part of organisation’s culture. Managerial design can dictate the employees who solve complex

Leaders review the purpose of the organization’s business design to form the structure of the organization (Daft, 2015). The structure as referring to an organization is considered a group of workers joined into a system organized by a unique relationship (vocabulary.com, 2016). Twenty to 30 years ago, most businesses functioned in a hierarchy structure where a leader was the head and whatever command came from that leader was carried out. Some organizations are moving to a community structure where a team of people makes decisions for the organization (Christiansen & Robey, 2015). As more and more attention is on work-life effectiveness, organizations are reorganizing to a virtual structure by allowing workers to telework (Khan & Agha,

Organizational design elaborates strict roles and responsibilities of management regarding specific departments. In case of Body Shop, organizational structure expanded that created complexities in decision making process and business model. Therefore, this prompted the company to hire organizational designers. They gratuitously formulated various departments and this resulted in suboptimal outcomes with respect to business flow and organizational dynamics. Moreover, difficulties started to arise regarding management control and team coordination. Conclusively, such management issues embroil a company in a chain of conflicts that ultimately compromise the organizational