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Essay / Research Paper Abstract
A 9 page paper discussing organizational design and organizational structure. Organizational structure clarifies roles, responsibilities and decision making. Today as never before, businesses must be able to move quickly and respond to changing customer needs, preferably in advance of competitors' abilities to respond to those changing needs. The paper discusses five types of organizational design and four structures including the boundaryless organization; network-based; matrix; and product-based structure. Bibliography lists 14 sources.
Page Count:
9 pages (~225 words per page)
File: CC6_KSmgmtOrgStr2.rtf
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Unformatted sample text from the term paper:
clarifies roles, responsibilities and decision making. Today as never before, businesses must be able to move quickly and respond to changing customer needs, preferably in advance of competitors abilities
to respond to those changing needs. Organizational structure provides the framework "that defines reporting relationships" (Kern, 2003); Organizational design designates how and when
individuals can cross boundaries and so ultimately affect organizational structure. Importance of Organizational Design Choices As stated, "Organizational Design (OD) refers to the
management decisions and the set of structural elements used to effect changes" (Kern, 2003) in organizational structure. Innovation is best served when there is less restriction on the flow
of ideas through the organization. The Boundaryless Organization The bureaucracy has advantages in that it has rules and regulations to guide employees; the
greatest disadvantage is that it is highly inflexible. As was the case at GM in the 1980s, frequently it is easier to create an entirely new division to apply
any kind of innovation. Some organizations strive to develop the boundaryless organization "that is not defined or limited by boundaries of categories imposed by traditional structures" (Robbins and Decenzo,
2008, p. 143). Innovation has the opportunity to flow freely, though accountability can be more difficult than within more defined designs such as that employing the use of cross-functional
teams. Cross-Functional Teams Deming (1986) provided a framework by which organizations could break free of bureaucratic structures and processes to foster continuous improvement
and increasing creativity; his 14 Points remain relevant to todays organizations as well. Point 9 states, "Break down barriers between departments. People in research, design, sales, and production must
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