What Is Involved in the Organizational Design Process?

Organizations Designing (Organizations Designing), organization design is a dynamic work process, contains a lot of work content. Scientific organization design can only achieve good results according to the inherent regularity of organization design.

Organization design

Organization Design:

three phases:

1. Yintl (Eagle Consulting)

   A well-designed organization can help enterprises adapt to the changes in their environment, achieve their strategic goals, increase their external competitiveness, and also help their internal technology development, personnel quality and business efficiency.

   Organizational design is mainly a study of how to rationally design the internal organizational structure of an enterprise and determine the relationship and cooperation modes between various departments within the organization. Whether the organizational structure and management control mode is effective is affected by the organization's command system, information communication network, and interpersonal relationships. .

   In the specific design, the following eight principles need to be adhered to (see the following table for specific principles), the principle of leanness and efficiency, the principle of scientific range, the principle of equivalence of rights and responsibilities, the principle of centralization and decentralization, the principle of division of labor, the principle of task orientation, and so on.

   An organization is a social entity with a defined purpose, a well-designed structure and a system of coordinated activities.

   An important method in typology analyst management, there are disputes and differences regarding the classification of organizational design. Qiushi management consulting believes that organizational design can be divided into the following five types according to specific content:

   1. Organization Matching Design Based on Strategic Adjustment

   2. Organization Design Based on Value Chain Management

   3. Organizational design based on M & A integration needs

   4. Organization Design Based on Group Management Model

   5. Organizational design based on transfer or restructuring

   Provide organizational design training for enterprises and improve management skills of managers;

   Diagnose and analyze the current status of organization management, strategies, processes, and organization matching;

   Designing an organization and management model in line with the company's strategy

   Put forward the main problems and optimization schemes of the organizational structure;

   Clear department function

   The task of organizational design is to design a clear organizational structure, plan and design the functions and responsibilities of each department in the organization, and determine the organization's

   Because the various activities of an organization are always affected by various factors inside and outside the organization, different organizations have different structural forms, which means that the determination and change of the organizational structure are affected by many factors. These factors Called "contingency" factors, that is, the meaning of expedient response, changes with these factors.

   ( 1 ) Establish organizational goals: collect and analyze data, and conduct pre-design assessments to determine organizational goals.

   ( 2 ) Dividing business work: An organization is composed of several departments. According to the content and nature of the organization's work and the connections between the work, the organization activities are combined into specific management units, and its business scope and workload are determined. Partial work division.

   (3 ) Propose the basic framework of the organizational structure: according to the organizational design requirements, determine the organizational level and

   The goal of the organization: enable each part of the organization to give full play to its capabilities under the company's overall business goals and achieve their goals.

   Organizational growth : Consider the company's performance management and continuous growth.

   Organizational stability : It is necessary to gradually adjust the organization as the company grows, but frequent organizational, power, responsibility, and process changes will shake employee confidence.

   Organizational simplicity : Organizational simplicity will facilitate internal coordination and manpower allocation.

   Resilience of the organization : Maintain the basic form, and be able to cope with changes in various environmental conditions.

   Organizational balance: the balance of business volume of various departments will help the internal balance and

   1. Determination of design principles: determine the design principles, principles and main parameters of the organization according to the goals and characteristics of the enterprise;

   2. Functional analysis and design: identification

      The result of organizational design is an organizational structure. Organizational patterns can be expressed in the following ways:

      ( 1 )

      Organizational design has the following characteristics:

      1. Organizational design should be seen as a process.

      2. Organizational design is randomized and varies from place to place, from time to time, and from person to person.

      3. The organizational structure established by design is not static, and organizational design is not a one-time thing. On the contrary, it is a continuous or at least periodic activity.

      After the organization has designed and integrated the organization plan, the problem that it faces is how to apply this new design plan to the organization so that it can play a role in improving corporate performance. Under the guidance of system thinking, the organization applies the paper-based solution to the organization, which promotes some changes in the organization. This process of transformation is called the realization of organizational design. The realization of organizational design refers to "some changes under the guidance of systemic thinking", which means that this activity guided by the organization is carried out in a planned way, not randomly. The specific meaning can be understood from the following two aspects:

      (1) The plan on which the organization's design and implementation should be based should be specifically formulated.

      (2) The relationship between "plan" and "realization process" shall be determined according to the goals achieved by the organization design.

      The realization of organizational design is equivalent to change in a sense, but different from

      The realization of organizational design is extremely challenging for enterprises. The realization process is not only aimed at the hard environment of the object itself, but also involves auxiliary projects such as environment creation, corporate value remodeling, and communication system reconstruction. The realization of organizational design must be comprehensively planned and managed. Develop scientific procedures and complete the process of organizational design step by step.

      We divide the realized resistance into two aspects: individual resistance and organizational resistance.

      (I) Individual resistance

      (1) Fear of the resistance caused by the risk of failure: The results of organizational design often have great uncertainty and risk. This is objectively one of the reasons for the resistance to the realization of organizational design.

      (2) Resistance caused by economic factors: Economic income has a decisive position in people's eyes. If the realization of organizational design will reduce the direct or indirect income of individuals, it will inevitably be resisted.

      (3) Obstacles caused by psychological factors: The realization of organizational design will first break the original stable structure, making existing known things obscure and uncertain, which means that the organization must break the original psychological balance. This gives them a degree of insecurity and thus resists the realization of organizational design.

      (Two) organizational resistance

      (1) Organizational inertia: Organizational inertia is an inertial behavior at the organizational structure level. Another organization's thinking inertia. Organizational inertia can help organizations stabilize the status quo, but it can hinder the further development of the organization.

      (2) Resource constraints: In addition to some organizations wanting to maintain the status quo, some organizations want to make changes, but they do not have sufficient resources. In addition, existing infrastructures such as systems, technologies, equipment, and organizational structures are difficult to support new ways of working, and enterprises may not be able to obtain the large amount of funds and time required for change at all.

      (3) Organizational culture: Culture supports the long-term development of enterprises. Once the corporate culture has formed a tradition, it is taken for granted that employees' behaviors are taken for granted. Once the organization is transformed, the culture will deeply influence people's behaviors. A backward corporate culture will hinder the organization's progress and become a force that hinders the realization of organizational design.

      (4) Inter-organizational agreements: Inter-organizational agreements provide people with moral and legal responsibilities. Such agreements can constrain people's behavior. Changes made, such as affecting the emotions of members of other organizations, are Will intervene in some way. ^[1]