essential ideas that organizations ought to consider while creating a corporate design
Today’s organizations are affected by many factors, among them being technological factors (Alberts, 2017). Due to these technological factors, business organizations have been forced to re-structure and adopt new methods of doing things to attain their set objectives and goals. The organizational design is a framework used to establish or create hierarchy in organizations. Additionally, the organization considers several factors before adopting a specific corporate design (Junginger, 2018). These factors include the size of the organization, technological factors, number of employees, and style of management, among many others. In a similar vein, several ideas/elements guide the whole process of establishing an organizational design. The following are the essential ideas that organizations ought to consider while creating a corporate design.
- i) Specialization of tasks-In this, the organization ought to look at the various jobs in the organization and the responsibilities and duties/obligations. This will help in dividing tasks accordingly and also make the employees understand to what extend their work is supposed to be done.
- ii) Departmentalization-this helps the organization to group employees in the organization according to their skills and experience (Alberts, 2017). Examples of departments include manufacturing and accounting.
iii) Chain of command-This element/idea helps the organization to make it clear about the issue of power; hence people know who to report to.
- iv) The span of control-This helps the organization to put the issue of management into perspective (Junginger, 2018). If a manager has many people to oversee and direct, then he/she might end up not being effective in the long run.
References
Alberts, D. (2017). Rethinking Organizational Design for Complex Endeavors. Journal of Organization Design, 1(1), p.14.
Junginger, S. (2018). Organizational Design Legacies and Service Design. The Design Journal, 18(2), pp.209-226