This document summarizes an observation journal of an organizational structure. The organization observed is a computer maintenance and software development company in the US. The organizational structure is simple at higher levels and broad-based. The CEO leads the organization and other key positions like the CFO and heads of departments report directly to the CEO, allowing for quick communication flows. However, the long structure can slow down decision-making as it requires more consultation. Changing to a taller, narrower structure may further slow processes due to increased consultation needed, and could demotivate top leaders used to direct reporting to the CEO. Any restructuring should be done carefully to minimize negative impacts.

1. Class BA 352
Yu Sun
Week 5 Observation Journal 5/01/2019
Week 5 Observation Journal: Organizational
The organization of the organization is a computer maintenance
and software
development organization in the United States. The
organization’s income is unknown.
Observations include recorded content and observable content.
The structure of the
organization is simple at a higher level and is also broad on the
basis. The chain of command
can be clearly seen from the structure. The primary task of the
organizational structure is the
CEO of the organization. Under the leadership of the CEO,
there are other positions such as
Supply Chain President, Chief Financial Officer, President of
Strategy, General Counsel,
Director of Human Resources and Director of Public Affairs and
Public Relations. All of

2. these positions are lower than the CEO, which means they
report directly to the CEO. The
CEO is also the company's leader and is responsible for the
management of each department.
From the structural point of view, the maintenance department,
the technical department, and
the service department. The regional chairperson reports
directly to the manager. The
President of the President reports to the CEO and other key
leaders of the decision-making
committee. In this way, the President can guide the regional
president to guide the
organization of decision-making bodies' policies and directives.
This is the simplest structure
of the organization. The structure of each organization varies
from region to region.
An observation of this organization structure reveals that just
like any other short
organizational structure, it enabled quick flow of
communication from the CEO (Valaei 14).
That is a major strength for the company. The fact that he
decisions-makers and strategists are
below the CEO means that the CEO’s communication to key
leaders such as the CFO, the

3. president of the supply chain, and HRM is direct and quick.
However, the structure is long,
meaning that decision-making can take long when consultation
is being done (Valaei et al.,
573). That is particularly so because there would be many
opinions forwarded in regards to
proposed strategy and related matters that require consultation.
My speculation when this organization decides to change
structure from a short and wide
to a tall and narrow is that processes may take longer to
accomplish. There would be a lot of
consultation in such a tall structure, meaning that decision-
making would be rather slow. The
business environment may not change much because it is hardly
affected by the structure.
However, changing the structure from short and wide to tall and
narrow may affect job
performance of leaders on the top of the structure (Zakrzewska-
Bielawska 604). The reason is
that a short structure keeps top managers close to the CEO
where they report directly to
him/her. However, a tall structure would mean that some
positions would have to report
through other offices on top of them before reaching the CEO.

4. That could demotivate leaders
who were previously used to reporting directly to the CEO
because a new structure may take
away that prestige.
Some the suggestion that I would make to reduce the negative
effects of restructuring
efforts in this organization are as follows. Firstly, any
restructuring at the top needs to be done
carefully to avoid more than 2 levels of reporting. Secondly,
only related tasks should be
restructured. This would ensure that the restructuring improves
service delivery.
Works Cited
Valaei, Naser. "Organizational Structure, Sense Making
Activities and SMEs'
Competitiveness." VINE Journal of Information and Knowledge
Management
Systems, vol. 47, no. 1, 2017, pp. 16-41.
Valaei, Naser, S. R. Nikhashemi, and Nariman Javan.
"Organizational Factors and Process

5. Capabilities in a KM Strategy: Toward a Unified Theory." The
Journal of
Management Development, vol. 36, no. 4, 2017, pp. 560-580.
Zakrzewska-Bielawska, Agnieszka. "Perceived Mutual Impact
of Strategy and Organizational
Structure: Findings from the High-Technology Enterprises."
Journal of Management
and Organization, vol. 22, no. 5, 2016, pp. 599-622.
FORMAT OF EACH SUBMISSION
I. Introduction
The introduction should describe the nature of the organization
or setting where you are conducting the observation, what type
of observations you have conducted, what your focus was when
you observed, and the methods you used for collecting the data.
Conclude your introduction with a statement about how the rest
of the paper is organized.
II. Description of Observations in response to the weekly
questions.
What -- describe what you observed.
Where -- provide background information about the setting of
your observation.
When -- record factual data about the day and the beginning and
ending time of each observation.
Who – Note the background and demographic information about
the individuals being observed e.g., age, gender, ethnicity,
and/or any other variables relevant to your study. Record who is

6. doing what and saying what, as well as, who is not doing or
saying what. If relevant, be sure to record who was missing
from the observation.
Why -- Describe the reasons for selecting situations to observe.
Note why something happened. Also, note why you may have
included or excluded certain information.
III. References
List all sources that you consulted and obtained information
from while writing your observation report. Be sure to write
them in citation style.
HOW TO BEGIN
Select an organization to study in which you have easy access to
and will be able to follow for the duration of the term. Complete
the observation report with the intention of improving your
understanding of key theoretical concepts through a method of
careful and structured observation of and reflection about real-
life practice.
Techniques to Record Your ObservationsNote Taking. This is
the most commonly used and easiest method of recording your
observations. Tips for taking notes include: organizing some
shorthand symbols beforehand so that recording basic or
repeated actions does not impede your ability to observe, using
many small paragraphs, which reflect changes in activities, who
is talking, etc., and, leaving space on the page so you can write
down additional thoughts and ideas about what’s being
observed, any theoretical insights, and notes to yourself about
may require further investigation.
Illustrations/Drawings. This is not an artistic endeavor but,
rather, refers to the possible need, for example, to draw a map
of the observation setting or illustrating objects in relation to
people's behavior. This can also take the form of rough tables or
graphs documenting the frequency and type of activities
observed. These can be subsequently placed in a more readable
format when you write your field report.
Examples of Things to Document While ObservingPhysical
Setting. The characteristics of occupied space and the human

7. use of the place where the observation(s) are being conducted.
Objects and material culture. The presence, placement, and
arrangement of objects that impact the behavior or actions of
those being observed. If applicable, describe the cultural
artifacts representing the beliefs--values, ideas, attitudes, and
assumptions--used by the individuals you are observing.
Use of language. Don't just observe but listen to what is being
said, how is it being said, and, the tone of conversation among
participants.
Behavior cycles. This refers to documenting when and who
performs what behavior or task and how often they occur.
Record at which stage is this behavior occurring within the
setting.
The order in which events unfold. Note sequential patterns of
behavior or the moment when actions or events take place and
their significance.
Expressive body movements. This would include things like
body posture or facial expressions. Note that it may be relevant
to also assess whether expressive body.