Organization Design
Organizations start designing their organizational structure from the beginning to carry out activities and define processes.
Besides, it doesn’t matter if you don’t have a complete structure as a start-up, or a small company due to having limited staff in the beginning.
Indeed, it is important to have and define an organizational structure based on related ideas and industry.
Structure of organizations
Organizational structure is like a system that organizes and guides a company’s activities to reach its goal.
Activities include the rules, roles, and responsibilities.
We will shape operations like job description, delegating, monitoring, and people’s collaboration based on the organizational structure.
Consequently, organizations that choose the right organizational structure, allow the growth in the organization to proceed properly based on the specific responsibilities of individuals.
Based on the organization’s macro policies, we define job descriptions, and also categorized and localized them based on the strategy.
Sometimes organizations that are formed and growing may as well decide to change and modify their organizational structure based on their new strategies.
In the following project, we modified the organizational structure based on the new strategy defined by the organization’s managers.
However, how and on what basis can we distinguish the amount of modification?
The studies have indicated that the common organizational structures in different industries are defined based on priorities like the company’s size.
Moreover, the number of people working in it, geography, the production process, and the company’s position in the market.
The mentioned factors and studying the organization’s current culture were so helpful in changing and modifying.
Specifically, we needed to know what standard structure the current structure is built on to make the changes based on it.
Let me make this point that the current structures of companies are defined in 5 categories.
- Product-centric structure
- Geographical Structure
- Functional Structure
- Project structure
- Matrix structure
Functional structure
We re-analyzed and confirmed the organization’s current structure which was the functional structure.
Moreover, all the modifications that took place in this structure.
What for and with what purpose were these modifications supposed to be done?
The studies indicated that to reach long-term goals, the organization’s new structure had to be helping the organization grow with a focus on:
- Better cooperation of the units
- Productivity of the staff
- Increase efficiency
- A better, more suitable chart for better communications
- Customizing operations and responsibilities for employees
- Employees’ job satisfaction
Finalizing organizational structure, the concern of many organizations is to choose staff that suits the characteristics defined for that position.
Sometimes the modifications in the organization seem completely logical and practical.
Nevertheless, in action, operating that job position takes place based on skillful and expert staff.
So our next challenge after the reform of the structure was to determine and reform the employees appropriate to that position.
If the new position required people with the new skills, the organization defined required training.
In order to grow the organization, we defined new positions in managing, supervising, and expert fields.
At the level of the company’s middle managers, we defined the decision-making hierarchy toward the lower levels and senior managers.
Based on the organization’s approach to implementing design thinking methods in the organization as mindset and culture.
we created its effectiveness in the new execution method in the organizational structure as well.
Creating interdisciplinary managers to better solve problems
In addition, the organization’s growth toward short-term and long-term goals, based on design thinking methods was also considered.
Interdisciplinary managers help an organization’s different sections have a better understanding of each other’s activities.
And support each other and criticize more consciously each other’s opinions in management and expert teams.
Conclusion
Finally what’s so important to state is that the standard structures are the only suitable platforms for every organization’s activities.
But they must be adapted to the strategy of the organization and increase operational and process efficiency accordingly.