This document discusses organizational design, including the concepts, success factors, and potential failures. It notes that organizational design involves creating roles, processes, and structures to ensure organizational goals can be realized. Key factors for successful design include analyzing workflow, setting up a functional hierarchy, enabling employee participation, and allowing information sharing. Potential failures include a lack of senior team alignment, insufficient focus on culture change, and not developing people to succeed in the new design.

1. SUCCESS AND FAILLURE IN ORGANIZATION
DESIGN
BY
M. VIGNESH
RA1952001020031

2.  Introduction
 Organizational Design
 The concept of Design
 Success of Organizational Design
 Failure in Organization Design

3.  Organisational Design is a step-by-step methodology
which identifies functional aspects of work flow,
procedures, structures and systems, realigns them to fit
current business realities/goals and then develops plan
to implement the new changes.
 "Organizational design" involves the creation of
roles,processes and structures to ensure that the
organization's goals can be realized. • Organization
design is the mechanical arrangement of positions and
reporting lines on the organization chart.

5.  Design in this context means the integration of people with
core business processes, technology and systems.
 A well-designed organization ensures that the form of the
organization matches its purpose or strategy, meets the
challenges posed by business realities.
 As companies grow and the challenges in the external
environment become more complex, businesses processes,
structures and systems that once worked become barriers to
efficiency, customer service, employee morale and financial
profitability.
 Organizations that don’t periodically renew themselves suffer
from such symptoms as:

6.  Designing a successful organizational structure for your small business
involves analyzing the work that needs to be done and setting up a
hierarchy that ensures work flows smoothly from one process to the
next.
 An effective organizational structure allows you to control business
processes, assign accountability, enable rapid responses to opportunities
and threats, deliver on promises, empower employees to make decisions
and beat out the competition.
 When you have a complex business, create an organizational structure
divided into multiple departments or functions. If your industry requires
a great deal of formality, design your organization with a clear hierarchy.
 If your employees have extensive experience, enable them to participate
in influencing decisions.
 To establish successful communication, allow personnel at every level to
flow information through the organization. Create a functional,
divisional or other reporting structure based on your type of
environment.

7.  If you operate in a stable business environment that won’t
change quickly, this model works well. Additionally, if your
company produces a small number of similar products, this
division makes work more efficient.
 To be most successful, leaders in this type of structure need to
balance the needs of each function.
 Divisional Structure: Companies using a divisional organization
consist of multiple divisions, each led by a manager who
reports to the chief executive officer. Each division is
accountable for its own performance.
 Within each division, business is structured into functional
units. This may result in redundant departments and result in
inefficiency.

8.  A continued discrpancy between top management
statements of values and styles and their actual work
behaviour.
 A big program of activities without any solid base of
change goals.
 Overdependence on outside help : with the increasing
complexity of organizations and of the demands of the
environment.

9.  No clear and compelling case for change
 Lack of senior team alignment
 Abdication of leadership’s responsibility to drive the
process
 Insufficient focus on co-creation in design
 Communicating without really engaging
 Inadequate focus on culture change
 Lack of accurate, timely feedback on progress
 Failure to create (and sustain) momentum
 No focused effort to accelerate the transition phase
 Insufficient investment in developing people to succeed

10. BY
M. VIGNESH
RA1952001020031