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Organizational Design

An organizational design is the creation of processes to integrate the human resources, technology, and information to make the organization successful. According to Inovus definition it is “a process for improving the probability that an organization will be successful. ” It is maximizing the collective efforts of the employees by matching the form of the organization to the objective the organization seeks to fulfill.

By design we mean the internal modifications, where the needs of the organizations are identified and systems are created to meet the needs in the most efficient manner. It starts with designing the strategy, a basic guidelines according to which the members would choose appropriate actions. This selection comes with the organization’s goals, objectives, vision and mission. The end result of organizational design is a well integrated network of all the resources in an organization directed towards the main mission of the company.

Organizational Design and manufacturing processes could be linked. According to Fredrick Taylor’s scientific management and division of labor concepts could be said to be the source of organizational designing; studying the processes, identifying the need and mapping resources to an efficient organizational design. A manufacturing firm has different processes and an automated line. Sub-processes are

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aligned in a way that all resources are used in an efficient manner.

In the end we get an integrated assembly line. It is the same with Organizational design. However, there is little dissimilarity. The manufacturing process is more on the operational working of organizations whereas organizational design is more on the management and administration side. We can conclude that production designs such as manufacturing process may come under organizational design umbrella. Organizations have both a formal and an informal structure.

Formal structure changes may result in retrenchments, lay-offs, increase in hierarchy, shifts in power, accountability and authority, and shift in organization’s culture. Deliberate changes in informal networks and structures may not result in the above mentioned issues. We could quantify the effects of these changes to certain extent but not completely. As these are deliberate in nature that is intended therefore we already know the consequences. The consequences could be like in scenario of delegating authority or empowering; this is an informal change in structure.

In such situations the employees morale would increase, he would perform better, may go an extra mile to get hundred percent results. Such impacts could be quantified whereas motivational impacts could be considered as qualitative. Unanticipated or unintended organizational redesigns result in chaos most of the time. The negative consequences of unplanned change s in organizational structure could be high labor turnover, poor quality work, demoralized staff (in few scenarios a motivated staff) and others like vague line of authority and accountability.

The consequences of unplanned changes could be reduced or made favorable if it is coated as an improvisational change. Certain activities could be used when the changes are observed. These are Interpretation and decision making, interpretation and action, managerial groups and designs, control by premises, and control by paradigms. The above measures could mitigate the risks and transform the unintended change into an emergent change as per emergent strategies. References: 1. George P. Huber, William H. Glick Organizational Change and Redesign

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