ASSIGNMENT 2

1. Success and failure in
organization design
RA1952001020066
MBA-1B

2. Organizational Design Introduction.
Organizational Design is a sequential method
of identifying the performing aspects and
liabilities in a system, so that they can be re-
aligned as per the needs of the company, such
as current goals and implementing new
business changes.

3. Success of organizational
design
Build on your strengths
As Socrates, father of Western philosophy and arguably the original
disruptor, said, “Know thyself.” Go ahead and acknowledge upfront that
retooling your organization is a tough rock to tackle. Then, identify who
you are. Pinpoint the unique role that your company holds against the
competition. Define where these strengths will take you in the new
world order.
Once that is clear, chances are the way you shape your teams won’t
mimic any other company’s organizational structure. And that’s a good
thing.

4. Go beyond lines and boxes
At the same time, building on your strengths doesn’t mean doing what
you’ve always done.
Start by asking how the company’s unique strengths shape how people
work and act. Balance that by asking where your company structure isn’t
currently serving your business goals.
Know your roles
No question: It’s expensive to find, develop and later (regretfully) let go
of talent. The best time to get your org design right is before you grow
your team. That’s right – expanding your team should happen after
you’ve clearly defined the impact you need from new roles.
But this is a challenge; many organizations lack definition around
technical roles. The process of defining roles is traditionally the
responsibility of Human Resources (HR). However, HR departments
struggle to update and create new roles as technology advances and
business needs shift—causing frustration for the organization.

5. Support a culture of learning
This one is simple: To keep employees learning, work learning into every day.
If it’s true that only 34 percent of U.S. employees are engaged at work, and only
half of them find meaning and fulfillment in their roles, then there’s room for
improvement when considering organizational design. It’s small, continued
efforts that make a difference.
Organizations that make professional development a high priority and provide a
range of flexible training options mapped to business needs are the most
successful at keeping their teams at peak performance and skill level.

6. Steps for Success
Organizations need to think about the future of their business and think of
better ways to be successful. Organizations can either view their challenges
as competition with others or as opportunities to push them closer to
reaching their full potential. What route they choose to take determines if
they are successful or not.
With this in mind, here are four steps leaders can use to ensure that their
organizations are not simply reacting to what challenges come their way but
that they have a clear understanding of what their organization needs to do to
succeed:

7. Failure in organization
Lack of Communication
No, it’s not that management fails to communicate what the change is or what
it should look like, but rather, they fail to communicate why the change is
needed. The number one reason why organizational failure occurs is because
the case for making a change is not adequately articulated to the troops, and
therefore, is never fully embraced. In fact, a recent study found that only 40%
of front-line supervisors felt they were “getting the message” about the reasons
behind major organizational shake-ups, which leaves at least 60% of
employees in the dark at best.
. Differing Agendas
Poor communication will have many children. One of those will be staff
members who resist the change due to ego and self-interest. Without a full
understanding of why a change is needed, some employees will be threatened
by it and thus will resist it out of perceived self-interest; they need to protect
their little fiefdom.

8. A Lack of Leadership
It is incumbent upon management to create an atmosphere where the troops buy
into the new corporate vision. But if employees feel alienated or otherwise don’t
trust their higher-ups, getting them to buy into any new direction will be quite
difficult.
Poor Planning
Changing the direction of an organization requires forethought. If the change is
entered into willy-nilly, or too quickly, or without a proper plan, a likely
outcome will be a false start, resistance, and/or eventual failure.
Lack of Commitment
If you really want to create a change in your organization, there has to be a
100% commitment on the part of the leadership. Once you have that, the same
commitment should be expected of everyone in the business. The desired
change must be considered a rule, not an option.

9. THANKYOU