KEY CONCEPTS OF ORGANIZATIONAL DESIGN

Key Concepts of Organizational Design

Key Concepts of Organizational Design

Importance

The study of Concepts of Organizational Design effectiveness has long been the province of those in the management sciences. In recent years, however, workplace consultants and strategists have become increasingly interested in designing physical environments that promote organizational success. Although there are many ways to measure success, a number of factors consistently show up in effectiveness metrics. These include the following:

Achieving organizational mission

Product/service quality and value

Customer satisfaction

Capacity for innovation and creativity

Adaptation to organizational and technological change

Effective information sharing and communication

Employee attraction and retention

Effective group and individual work

Quality of work life

Developing partnerships and alliances

Operational efficiency

Image and branding

For any given organization, measures of effectiveness vary, depending upon its mission, environmental context, nature of work, the product or service it produces, and customer demands. Thus, the first step in evaluating organizational effectiveness is to understand the organization itself—how it functions, how it is structured, and what it emphasizes.

In this Resource Page, we explore two topics: 1) how models of organization can be used to identify effectiveness goals and measures and, 2) how new organizational analysis techniques can be used as part of the design process to generate solutions tailored to organizational business needs. In the final section we discuss a new U.S. General Services Administration program, WorkPlace 20|20, that aims to create strategic workplaces and evaluate their success using an organizational effectiveness framework.



Organization Design And Decision-Making Processes

Organizational effectiveness and efficiency is achieved when an organizational unit, assembly, or group consistently achieves its goals while members stay capable, committed, and enthusiastic. Just as the precious machine should not be permitted to shatter down for lack of correct maintenance, the performance contributions of human resources should not ever be lost or compromised for lack of correct care.

Through organizational discovering businesses "acquire information and utilize datthe to acclimatize successfully to changing circumstances (Daft, 2003). We reside and work in the knowledge-based economy that is continually laced with the winds of change. This places the large premium on "learning" by organizations as well as individuals. Only the learners, so to speak, will be adept to sustain the pace and succeed in the constantly changing environment.

As we have currently cited, discovering is now the common period in the lexicon of organizations, and more precisely in the lexicon of successful organizations. The ecological reasons that provided rise to the concept of organizational discovering and models of discovering organizations models still exist and the tendency is for them to stay and become even stronger in the future. Managers understand that competition and ecological turbulence due to fast and unexpected changes is an inescapable characteristic of the international world. These contextual circumstances need discovering in organizations and discovering by organizations, and managers have recognized that discovering is responsive to this organizational era, as cited by Daft (2003). Besides, more and more firms are going into into processes of internationalization, and this in itself is the process of organizational discovering , as are mergers and ...