INTRODUCTION Within a given organization, structure is one of the key components that can lead a company to success or failure. The top echelon of the organization should ensure the right people are employed in their specific areas of expertise, that they are given proper job outlines, authority and goals to accomplish to ensure that organizational behavior matches the company values. The organization needs to be aligned with the individual goals of the employees, to ensure the individual feels they are working towards common goals. When a company conducts an organizational diagnosis it is primarily utilized to identify major strengths and weaknesses in the processes and hopefully strengthening the good ones and mitigating the unsuccessful ones. ANALYSIS OF OD MODELS BURKE-LITWIN MODEL The Burke-Litwin model involves twelve distinct variables which are: mission and strategy, organizational structure, management practices, work unit climate, leadership, task requirement and individual skills, individual needs and values, culture, motivation, systems, and individual and organizational performance. The model can be used to investigate internal and external factors influencing an organization and also provides how the factors relate to each other. LEAVITT’S MODEL This model involves task, technological, structure, and finally human variables. This model is primarily used to evaluate how manipulating a single factor will affect the other three. It is typically used in analysis concerning organizational structure and human resources. The main benefit of using this model is that it is simple to use, however this can also serve as a weakness as it doesn’t provide direct causal statements relating to variables. CONGRUENCE MODEL... ... middle of paper ... ... the difference between transformational and transactional dynamics, and finally it summarizes all other models of organizational diagnosis practice. The model will be able to analyze organizational structure, task requirements and individual skills, as well as the external environment. CONCLUSION Based on all research accomplished, there is no set OD model that will apply to every organization in every situation. Different factors need to be analyzed based on the results that the manager is looking for. Factors that can be taken into consideration are: understanding company values, organizational behavior, and individual concerns and how they relate to the work environment. Using an OD model should be an adaptable process and be applied as the manager sees fit. The conclusion of the research is that a flexible approach is needed when analyzing with OD models.
The Organisation structure of a company addresses the fact that every organisation has specific units that are responsible for different roles and actions in the organisation and that no department within the organisation stands alone, they are intertwined. The organisational chart or structure should be designed to divide up the work load, responsibilities and roles to be done
Organizations are initially structured around tasks, and as the organization continues to grow, the structure within the organization takes on many characteristics. Not all structures are advantageous, especially if they are lacking in some areas. There is a relationship between structure and size of the organization that affect the centralization of the organization. At the highest levels, the personality of the chief executive may amend the organizations' structure. The structure within an organization helps define the roles and responsibilities among the members from each department and work group. The four general types of organization structure are functional, divisional, matrix, and project based. “Organizational structure is the skeleton of an organization” (Feigenbaum, 2013) and how these individuals relate to each another. Structure is a statement of the current affairs, not the ideas, intentions or improvement within an organization. When business leaders develop their initial plans for an organization, he or she looks at how to design a company and takes inventory of all the tasks, functions and goals of the business. The leader then develops groupings and ordering of job positions, departments, and human resources to effectively and efficiently perform these tasks. Technology, size, environment, strategy and goals affect an organizational structure and effects, whether they are categorized as mechanistic or organic.
First of all, organizational structure determines the hierarchy, the levels of communication, and how job tasks are formally divided, grouped and coordinated within an organization (Langton, Robbins, & Judge, 2013). There are six key elements that managers need to address when they design their organization’s structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization (Langton et al., 2013). The way in which an organizational structure is constructed and implemented can affect company productivity.
One of the change models of Organizational Development was created by Kurt Lewin. It includes three phases: unfreeze, move or change, and refreeze (Lewin, 1951, 1958). Lewin’s model recognizes the impormance of changing the people in organization and the role of top management involvement to overcome the resistance of change.
A strong organisational culture leads to higher organisational performance. Organisational culture can be defined as a total function of common beliefs, values, patterns of behaviour that are held and shared by the members of an organisation. It is also a valuable resource which can improve the competitiveness of a company and is used to distinguish the company (Barney 1986). From the 1970's the study of organisational culture has become an important issue and closely studied in the early 1980s. Since then, organisational culture has turned out to be one of the most important factors which affects the overall performance of a company.
To analyze the current state along with aligning the proper interactions and dependencies within the organization, a diagnostic framework will align create a structure to enable such changes. Proper diagnosis during the beginning phases or organizational change will affect the successful results when implementation occurs. The diagnosis phase will impact the engagement and the focus of implementation when the time arrives. Employee engagement creates an environment of collaboration and successful execution of
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
Organizations can be evaluated in three levels; internal evaluation, external evaluation and the Evaluative Organization (Martz, 2013). Internal evaluation review and evaluate company operating procedures and then used to populate advanced statistical modeling and performance dashboards (Martz, 2013). This system is a self-assessment, with an emphasis on performance measurement; during this phase there can numerous sources with perhaps one of the best being the people of the company. When management has good communication paths with employees, they are more likely to give honest input to performance
The main factors are: objectives, structure, tasks, technology and people. Changing one of them to a certain extent affect the others. The success of the organization also depends on the external environment of the organization, which is not possible without the life cycle of any organization.
In their book entitled Organizational Behavior, Hellriegel and Slocum (2007) defined the concept of organizational diagnosis as the process of assessing the overall functioning of an organization, team, department, or job in order to discover the problem sources and areas of improvement. It involves the process of collecting data, analyzing, and drawing conclusions about the firm’s current operations. Apparently, the accurate diagnosis of the organizational functioning and problems is extremely essential to be “the main starting point for any organizational change plan” (p. 456).
Diagnosis allows an organization to examine the way it is currently functioning and find potential ways to improve. Diagnosing an organization does not mean that there is something wrong. Improvements can always be made to processes and procedures in order to make things run better. The diagnostic process enables the organization to come up with different intervention plans. These plans can be used to improve the way that the organization currently functioning. “Organizational diagnosis plays a critical role in organizational change initiatives in terms of both choosing appropriate interventions and contributing to readiness-to-change within an organ...
It is useful to pull the above-mentioned metaphors apart to see the difference in the activities resulting from different ways of thinking (Cameron and Green, 2012). Table 1 gives a brief description of each metaphor. Each individual metaphor outlines certain limitations in the assumptions taken, and when applied under a change model, these can aid in gaining a more in-debt and realistic understanding of organizational change.
Organizational structure indicates to how the work of employees and teams within an organization is coordinated. In order to obtain organizational goals, individual work needs to be coordinated and managed. Structure is an important instrument in obtaining coordination, as it appoints reporting relations (who reports to whom), designs formal communication channels, and portray how different actions of individuals are linked together.
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
In conclusion, there are critics and influences factors that will affect towards learning organization. These factors include teamwork, emotion and culture which will impact the organizational learning.