The document discusses organizational structure and principles for designing an effective structure. It provides examples of structures that focus on continuous improvement, breaking down barriers, and closer relationships with customers. The key factors to consider in structure design are strategies, services, processes, roles, skills, and rewards. Changing an organization's structure is a complex process that requires clear communication and training to help staff understand and transition to the new structure.
When a business' strategy changes, its structure needs to change with it. These 5 principles will help you design a structure that is aligned with your vision, values and business priorities.
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
When a business' strategy changes, its structure needs to change with it. These 5 principles will help you design a structure that is aligned with your vision, values and business priorities.
Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
Following this presentation you will:
- Understand the main features of an organisation.
- Identify the main features of the different organisations structures: Tall, Flat and Matrix/Project.
- Understand the importance of setting objectives in managing an organisation.
- Understand the purpose and role of mission and vision statement in managing an organisation.
Following this presentation you will:
- Understand the main features of an organisation.
- Identify the main features of the different organisations structures: Tall, Flat and Matrix/Project.
- Understand the importance of setting objectives in managing an organisation.
- Understand the purpose and role of mission and vision statement in managing an organisation.
This Act applies to wages payable to an employed person in respect of a wage period if such wages for that wage period do not exceed. Six thousand five hundred rupees per month or such other higher sum which, on the basis of figures of the Consumer Expenditure Survey published by the National Sample Survey Organization, the Central Government may after every five years, by notification in the Official Gazette, specify.
Employment Exchange [Sec. 2]- It means any office or place established and maintained by the Government for the collection and furnishing of information either by keeping of registers.
Establishment [Sec. 2]. It means any Office, or any place where any industry, trade, business or occupation is carried on. Establishment in public sector means an establishment owned, controlled and managed by the Government. Establishment in private sector where ordinarily twenty five or more persons are employed to work for remuneration.
Scaffolding for a Growing Team - Surge 2014Fran Fabrizio
When your team scales beyond the point where information flow happens organically (~8 members), you’ll be confronted with some seriously uncool topics, like time tracking, work estimation, meetings with actual agendas, long-range planning and formalizing your HR processes. In this talk I discuss how our team is tackling these challenges in an engineer-friendly way and get the input we need for data-driven decision making while keeping the dev team happy.
We have premium executives from our nurtured knowledge community. They give their best when clients need quick solutions, transformation or out-performing results, throughout in the world. Our management vogue is incredibly simple, we have a tendency to roll up our sleeves and find “stuck within the business”, to confirm that no detail is left unaccounted; while operating with the workforces to make a much better and sustainable business.
Do you struggle to figure out how to create long term sustainable change that moves your company into the next generation? This presentation discusses how we take research and move it into action.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Tampa Bay Library Consortia: To Next From NowRebecca Jones
Implications of AI, Blockchain & other technologies for academic, public, corporate & healthcare libraries, & how libraries need to be at the table - so get in the restauarant!
Using the Logic Model for Impact & Success; #SLA2017Rebecca Jones
Given at the SLA Conference in Phoenix 2017, an overview of the logic model to measure the outcomes of information services & programs from the decision-makers' perspectives.
There are many excellent courses, presentations, blog posts and books on project management. This presentation looks at 'must have' tools & skills for the smallest to largest project - beyond the textbook to the sanity savers for project managers.
Determing & Demonstrating Value with the Logic ModelRebecca Jones
Moe Hosseini-Ara, Director of Culture, City of Markham and I lead a discussion of outcomes based measures with the participants at the University of Toronto's iSchool Symposium on Defining New Metrics for Library Success, May 2015.
Presentation at the Univ of Toronto iSchool "Future Technology Strategies"; discusses the positive tension between organizational and technology strategies - which comes first? Which drives the other?
Books & Mortar: Getting attention for facility plansRebecca Jones
Presentation to OLA's 2014 Annual Institute Library As Place about the importance of facility planning for public library systems, and highlighting the debate of provision standards in the digital environment.
An overview of the Board's 3 key responsibilities and building 15 minutes into each meeting to discuss strategic issues. With special mention of Dr. Ken Haycock from whom I have learned so much about Board governance.
Transitioning to leadership & management rolesRebecca Jones
Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
Cla 2012 Strategic Planning: Keep it From FailingRebecca Jones
This version of the slides replaces the photos used during the presentation with text. Hope this is more useful - although not as visually compelling - than the presentation slides.
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
3. ORGANIZATIONSTRUCTURES
Organization Structure
Reflects formal reporting relationships, procedures, controls, authority & decision- making processes
Impacted by organizational dynamics, including governance, political realities, institutional & departmental culture
Provide stability needed to implement strategies & flexibility to seize competitive advantage
4. ORGANIZATIONSTRUCTURES
MIT: Best Practices for Organizational Excellence
1.Simultaneous continuous improvement in cost, quality, service and product innovation
2.Breaking down organizational barriers between departments
3.Eliminating layers of management, creating flatter organizational hierarchies
4.Closer relationships with customers and suppliers
5.Intelligent use of new technology
6.Global focus
7.Improving human resource skills
Hm…..telling that 3areas relate to Organizational Structure
6. ORGANIZATIONSTRUCTURES
So why does it take such time & effort to change the org structure?
“It takes a long time for change to happen quickly”
Dr. Gerald Ross @ Faculty of Management, McGill University
7. ORGANIZATIONSTRUCTURES
Questions organizations should be asking:
•How should we be organized to best interact with & delight our clients or patrons?
•How should we be organized to make the best decisions in the least amount of time?
•How do we make it easy for people to work together, collaborate, discuss & make decisions?
8. ORGANIZATIONSTRUCTURES
Organizational decisions
Good people in a poorly designed organizational structure fail, while average people in a healthy organization succeed.
The Science of Structure by Dean Meyer
Arefundamentally
about making
choices & changes.
Both are scary.
9. ORGANIZATIONSTRUCTURES
Organization Design Principles
•Strategy drives structure
•Set them –clearly
•Form follows function
•Functions change quickly
•Form drives behavior, shapes work processes & employee relationships to support your strategic priorities
•Reporting relationships create “ties that bind”
•Collaboration decreases as distance & priorities increase
“First we shape our structures, then our structures shape us”
Winston Churchill
10. ORGANIZATIONSTRUCTURES
Organization Structure for Libraries
•Libraries are typically highly bureaucratic, hierarchical and organized by function and / or physical setting
•Teams result in greater engagement if handled well (i.e. clear roles, training, responsibility, accountability)
“Innovation cannot occur without systematic abandonment”
Peter Drucker
12. ORGANIZATIONSTRUCTURES
Structure should create an organizational focus on the right issues at the right time
What IS the library’s main focus for the next few years??
13. Galbraith’s Star Model
Skills
&
Mindsets
Rewards
Processes
Reporting
&
Relationships
Strategic
Direction
Organizational
Structure
15. Structure
Strategy
Size
Technology
Culture
Phase 1
Phase 2
Phase 3
Design Considerations
People positioned based on their talents
&
Library needs
16. Phase One Phase Two Phase Three Phase Four Phase Five Phase Preparing for change Choosing to re- design Creating the high- level design and the detailed design Handling the transition Reviewing the design Key Questions -Why change? -What are the options? -How do we know we are making the right choices? -What have we let ourselves in for? -How do we scope the work? -Where do we go from here? -How do we get started? -What do we do next? -When have we completed the design? -What are the people implications? -Why are we getting bogged down? -How do we keep things going? -Why should we review? -How should we go about it? -What do we do as a result of it? Main Documents Business case and proposal -Scooping document -Communication Plan -High-level project plans -Detailed project plans Project progress reports on implementation Internal audit review and report Time Scale (weeks) Week 1 Weeks 2-4 Weeks 5 – 8 Weeks 9- 11 Weeks 12 - 16 What (broad Brush) Meetings with Stakeholders -Workshop with senior team -Workshop with operational team -Develop scoping document and communications plan -Appoint project managers -Develop detailed project plans -Assign team members’ tasks -Carry out tasks iterate as necessary -Carry out tasks iterate as necessary -Launch -Review -6 month review
17. Starting decisions
•Centralize?
•For management control
•To increase consistency & reduce costs
•Decentralize?
•To empower units, branches, sections
•Because of size &/or diversity of services
18. ORGANIZATIONSTRUCTURES
•Ad hoc arrangements to get work done, or duplicate processes
•Too many committees
•Strategic work
•isn’t being addressed
•takes too long
•is done “around the edges”
•New technologies are in are controlled by a few, and others don’t know what to do with the devices or the software
Something’s wrong…..
Warning sign: processes
19. ORGANIZATIONSTRUCTURES
•Attempts to regain control that may not be appropriate
•Paralyzed or procrastinated decision-making
•Turf wars
•Power grabs
Warning signs: reporting & relationships
20. ORGANIZATIONSTRUCTURES
•Perceived or real lack of direction
•Lots of questions, no answers
•People are unsure of how what they do matters
•People unwilling to make small decisions
•Lots of talk, no action
•Failure to recognize need for new strategies
Warning signs: strategic direction
21. ORGANIZATIONSTRUCTURES
•“Bad attitudes” & “personality conflicts”
•Demonization & triangulation
•“Too many meetings”
•Confusion over priorities
•Lots of overtime by a few people
•Perceptions of an “in group”
Warning sign: skills & mindsets
22. ORGANIZATIONSTRUCTURES
•Techno pets & prima donnas
•Faded stars
•Technology becomes its own reward
•New competencies not recognized by compensation system
•The “right” behaviours aren’t being rewarded –or there’s no way to reward them
Warning signs: rewards
23. •Every design is a trade-off among desirable choices.
•A major redesign is a two-step process.
#1. Choose a design approach (or approaches).
#2: Mix and match the design elements.
“The negatives are what the leader will have to manage.” Galbraith
Realities of designing the organization
24. Ready yourselves with:
•Strategic plan
•Flip charts, post-its
•Assumptions & principles
•Humouror humor
•The word “Draft”
•Balance the practical
with the potential
25. ORGANIZATIONSTRUCTURES
Forms & design involve drawing
Increase & create
econtent
Grow
presence in
specific client groups
Redesign
web
experience
Design new
client support services
Recruit & retain
talent
Design the structure to exploit the library’s uniqueness,
strategies, services & people,
& address issues the library is facing
28. ORGANIZATIONSTRUCTURES
Some basics
•Develop a clear and consistent vision
•Identify key success factors
•Build in a way to assess
•Train everyone, starting with those in people management positions
•Develop system-wide knowledge and concern (Central vs. Branches)
29. ORGANIZATIONSTRUCTURES
•Phase implementation
•Implement one step at a time
•Develop action plans with clear, doable steps
•This is a project
•Acknowledge & celebrate each step
And once you’ve designed
30. Be prepared:
•Contingencies & Plan B
Work the project:
•Project Manager & CEO: together
Demonstrate:
•That Everyone Will Be Moving & Working Differently
Prepare & train staff
•Both Formal & Informal
Consistently Communicate
31. ORGANIZATIONSTRUCTURES
•Organizations are living systems.
•New work arrangements take time.
•Lack of clarity is the root of most evil.
•85% of “people problems” aren’t caused by people but by process & organizational structure flaws
To successfully implement, remember:
32. •Have a communications plan –& use it
•Stress the why, & each individual’s fit
“What does it mean to me?”
•Talk early, talk often, don’t stop
•Hear
•Focus on formal & informal team leads & early adopters