ORGANIZATIONAL DESIGN

Organizational Design

Organizational Design

Introduction

The organizational design is the process, where managers make decisions where members of the organization implement such strategies. The organizational design makes managers direct. The organizational design is the process, where managers make decisions where members of the organization implement such strategies. The organizational design makes managers direct the light in two directions, toward the interior of the organization and to the outside of your organization (Brown & Katz, 2009, pp. 117-125). Decisions on organizational design often include the diagnosis of multiple factors, including the design of the organization the power and political behavior and job design. The organizational design represent the results of a decision making process including environmental forces, technological factors and strategic choices.

Essentials for Design Organization

Everything that is planned to be implemented and achieve planned

A relationship between client and workers.

To train leaders to develop leadership.

Productivity.

Commitment (we, equipment and securities) to see the organization as a family.

Know the strengths and weaknesses, Opportunities and threats of the organization.

Challenged know that the human understanding is paramount.

The flexibility and rigidity of the organization (Jones, 2007, pp. 101-107).

Organizations as Systems

Organizations are social systems designed to achieve goals and objectives through human and otherwise. They are composed of interrelated subsystems that fulfill specialized functions. Systematic agreement between people to achieve a specific purpose, social group composed of people, tasks and management, which form a systematic structure of interactive relations, tending to produce goods and or services to meet the needs of a community within an environment and satisfy their distinct purpose that is your mission.

Open Systems

An open system can be understood as the set of parts with constant interaction and interdependence, construed or a synergistic whole, oriented toward specific purposes and in a permanent relationship of interdependence with the environment. The organization as an open system is one that is integrated degree for various parts or bound together, working in harmony with each other, in order to achieve a number of objectives, both the organization and its participants (Argyris, 2010, pp. 158-164).

Characteristics of organizations as open systems

Conduct probabilistic and non-determinist i.e. organizations: Like all social systems, organizations are open systems affected by changes in their environments and is called external variables. Mental protection includes the unknown and uncontrollable variables. For that reason, the consequences of social systems are probabilistic and not deterministic and its behavior is not entirely predictable. Organizations are complex and respond to many environmental variables that are not fully buy sable.

Organizations as part of a larger society and consists of smaller parts: Organizations are seen as systems within systems. The systems are "complex of elements placed in interaction". This approach falls more on the relationships between the interacting elements whose relationship produces a relation that cannot be understood simply by analyzing the parts separately.

Interdependence of parts organizational system with biological systems share the property of interdependence of its parts, so that the change in one part causes impact on others.

Homeostasis or steady state: The organization reaches a steady state, i.e. a steady state, when it satisfies two requirements: the un-directionality and progress. These two requirements to reach steady state require leadership and compromise of people with the ultimate goal you ...