ORGANIZATION DESIGN


Organizations are spending more time and giving more importance on strategically approaching organizational design because of the global market consumers fluctuating expectations. The careful assessment of how an organization operates in order to merge with an overall mission and goals results in positive outcomes for people, systems and the incorporation of technology.



Organization design is the process of choosing how organizations should to be structured in terms the ways in which the responsibility for carrying out the overall task is distributed to individuals and groups of people and how the relationships between them function. The point is to ensure that individuals work successfully together to achieve the overall purpose of the organization. HR experts can contribute to organization design or redesign activities by utilizing their understanding of the factors affecting organizational behavior and their knowledge into the business as a whole. (Armstrong and Taylor, 2014)

Organization design is not important to determine in detail the organization structure and the duties of every employee. If an organization can develop its own process of operating and change that as circumstances require, at that point it will be required just to detail the basic and most critical aspects. This way to deal with organization design is called minimum critical specification. (Huczynski and Buchanan, 2007)

Progressively, social and psychological relationships inside the organization are perceived as being critical in determining the flow of significant value creation, prompting an attention on the management of the subjective intellectual abilities of the individual to satisfy the objective needs of organized production of goods and services. In this process, even as hierarchies in the organizational pyramid have tended to become flatter over time, the techno-social interactions inside and between its diverse layers have come to display an interesting variety. (Mahesh and Suresh, 2009)


INTERNATIONAL PRACTICES

IBM, today there are eight goto- market channels to reach customers and various departments to manage the relationships with channel partners and customers. Procter & Gamble embedded these new dimensions throughout its existing structure, thus creating massive new complexity and inter dependencies. At Monsanto, business units are run by a general manager combination of a bio scientist and a sales/marketing person. (Galbraith, 2012)


CONCLUSION 
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The days of the top-down hierarchical organization are gradually reaching an end, but changing the organization structure is just a little piece of the progress to a network of teams. The larger, more important and more urgent part is to change how an organization actually works. This is the right time to challenge traditional organizational structures, empower teams, hold people responsible, and focus on building a culture of shared information, vision, and direction. (McDowell et al., 2016)


REFERENCES

Armstrong, M. and Taylor, S. (2014) Armstrong’s Handbook of Human Resource Management, 13th edn. London: Kogan Page.

Galbraith, J. R. (2012) ‘The Future of Organization Design’, Journal of Organizational Design, 1(1), pp. 3-6.

Huczynski, A. A. and Buchanan, D. A. (2007) Organizational Behaviour, 6th edn, Harlow: FT Prentice Hall.

Mahesh, K. and Suresh, J. K. (2009) ‘Knowledge Criteria for Organization Design’, Journal of Knowledge Management, 13(4), pp. 41-51.

McDowell, T., Agarwal, D., Miller, D., Okamoto, T. and Page, T. (2016) ‘Organizational Design: The rise of teams’, Global Human Capital Trends 2016, pp. 17-25.
 


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