Organizational design aims to improve workflow, procedures, structures and systems by identifying dysfunctional aspects. Success requires a clear link between changes and business results, a winning strategy aligned with operations, and a compelling need for urgent change based on specific criteria. It also requires distinguishing decision-driven from behavior-dependent changes, appropriate structure/systems, skills/resources, and leadership willing to change. Failure can result from flawed systems, poor financial management, weak customer understanding, or bad decisions by upper management lacking a strategic outlook.

1. SUCCESS AND FAILURE IN
ORGANIZATION DESIGN
P.MADHUMITHA
RA1952001020079
MBA B

2. INTRODUCTION
• Organizational design is a step by step methodology which identifies
dysfunctional aspects of work flow
,procedures,structures and systems.
• The process focuses on improving both the technical and people side of the
business.
• Some people associate organization design with the mechanical
arrangements of position and reporting Lines on the organization chart .
• Organization design is much more than boxology.
• The field of organization design sits at the intersection of strategy,
operations, law and HR.
• An important driver for organization design is the organization’s strategy .
• We should in general attempt to align the organization with the work
processes , so there is a close link between operations and organization
design.
• The design of the organization is also influenced by laws,regulations and
governance principles adopted by the industry sector.

3. SUCCESS IN ORGANIZATION DESIGN
1. Clear performance focus
2. A winning strategy
3. A compelling and urgent case for change
4. Specific change criteria
5. Distinction between decision driven and behavior – dependent change
6. Structure and system requirements
7. Appropriate skills and resources.
8. Leader ability and willingness to chang

4. • 1.Clear performance focus:-
Success comes from a tight,clear connection between change expectations and business
Results.Performance is understood as achievement of the organization in relation with its set goals.
It includes outcomes achieved or accomplished through contribution of individual teams to the organization’s
strategic goals.
The team performance encompasses economic as well as behavioural outcomes.
The organization should check with activities ,skills and culture,or structural changes without creating
A tight linkage to business results.
2. A winning strategy:-
Projects & organizations succeed when the strategies play to strengths .the organization
Should have a estimation of strengths and / or no ability to documents concrete wins.
To become a successful organization design the organization should have a strategy which leads to success
To the organization and it should work according to the strategy.

5. 3. A compelling and urgent case for change.
Success happens because there is widely accepted ‘felt ‘ need for
Change.there should be a demonstrated commitment to the need for change.
There is no clear pain for remaining in the status quo
The company should be ready to bring in changes to the company and they should accept the
change in case of urgence .
The organization should take wise and quick decision in a compelling and urgent case for change
to attain success.
4. Specific change criteria:-
In successful efforts, the underlying performance criteria and change
requirements are clear , documented and not negotiable. If the rules shift or evolve or can be
negotiated. In certain situation the change should be required by the organization to improve the
performance of the organization .

6. 5. Distinction between decision driven and behavior-dependent change:-
Some change can be decided – restructuring,purchases,hires/fires, etc.
Other change is behavior – dependent , skills development ,new processes,implementing new
accountabilities,etc
Organizations should not over decide and under invest in behavior changes as it may lead to failure
than success to the organization.
6.Structure and system requirements:-
Structure and systems changes may be required for change but are almost always
Overused as either the answer or the excuse. Dependence on structure and systems should not be
too much as It may lead to confusion and sapped energy,and is a great technique for stalling
progress.

7. 7. Appropriate skills and resources:-
Successful change often demands new skills that are being created
Requiring some level of transition resources until new skills are fully functional.
The right talent and resources are the oppurtunities for certain success,yet
organizations miss those right talents and resources which may lead to failure which
the organizations consistently repeat this shortcoming.
8. Leader ability and willingness to change:-
The ceiling on any attempt to change at the project ,department or
organization level is set at the leaders’ willingness to embrace and embody the change.
Whatever behaviors individual project or leader team members can adopt ,becomes
effectively possible for the organization.

8. Failure in organization design:
1. System and structural failure:-
the systems you can have in place to get the job done are flawed , at best, the fatal
at worst . Systems failure in companies can have many causes ,including a flawed
development process,too many defects causing rising costs and overload or defects.without
the focus being on the causes of system failure ,we run the risk of poor applications and failing
complexities.
2. Financial management failure:-
the accounting department does not properly track expenses and departments are
overspending ,thus cutting into the organization’s profit margin.too many businesses fail
because of lack of financial viability or poor accounting procedures.

9. 3. Customer and marketing failure:-
You have a poor marketing plan and you have no idea who your niche client
base really is . Today its imperative that you know who your market is and how viable it
is for the short and long term . Without that certainity you will make the wrong
decisions regarding what to invest in,with often dire results.
4. Failure at the top:-
upper management isnt making educated decisions,or members of upper
management are simply making very bad decisions despite the resources they have
available. Too many managers we work with are too operational in their outlook
This causes businesses to not be able to see the wood for the trees, and cannot see
beyond the fire – fighting duties of short termism.