Organisational structure is a framework with a boundary. It must have a top and a bottom. Managers in successful businesses are clear about what they have to do and about the responsibilities of others; they know to whom everyone reports and who in turn reports to them; and these facts are widely communicated. There should be clarity about who has to make decisions and is accountable for outcomes. The structure of an enterprise greatly influences what it costs to run, and the design of that structure will affect everything that a business or institution attempts to do. Making profit is the primary purpose of a business in the private sector. Therefore, how and where profit is to be managed and measured is a principal factor in organisational design.
This book is based on the lessons learned by Collinson Grant during more than 40 years of helping organisations become more efficient and profitable.
It covers fundamentals, such as how to configure structure in the components of an organisation such as a department; the need to accommodate the staff and managers within a sound structural framework according to how many people there are, how they function and relate to each other to make processes work well; and how accountability is put in place. Particular concerns are layers of hierarchy and spans of control, of controlling costs by restricting the number of managers to what is strictly necessary, and of the relationships between operational and support staff.
The book also explains the tools and techniques needed to design mangerial structures, the application of lean techniques, and various models of corporate devolution.
To find out more, to go www.collinsongrant.com