Organizational Structure and Strategy - Essay Example

?Annotated Bibliography for Structure and Strategy Bryan, L. L. and Joyce, C. I. (2008). Better strategy through organizational design. The McKinsey Quarterly, Member Edition. Retrieved from http://www.mckinseyquarterly.com/Organization/Better_strategy_through_organizational_design_1991_abstract   This article has engaged in the study of organizations design and outlines the importance of redesigning organizations to be able to remain competitive in today’s business environment. The article outlines and addresses some of the strategies that can be developed in the design of organizations. The article has provided business leaders with information regarding the importance or organizational design and the role it will play towards providing a business with huge competitive advantages over its competitors. It also provides useful tips that could be put into practice by leaders and managers regarding designing organizations that allow for creativity as well as flexibility. According to the article, leaders are able to realize that the ability of organizations to succeed in the current environment is dependent on the ability of the business to adapt its systems, structures as well as processes. This will enable the organization to venture into new markets and it will still be able to expand the existing ones. Organizational design therefore is a critical determinant of an organization’s strategic competitive advantage. Information provided in the article will enable a business leader to identify situations where an organization design is required and also provides some guidelines that may assist in redesign. Authors of the article have provided guidance on how to develop the appropriate design for an organization as well as the steps that can be followed in order to avoid the common issue of outmoded organizational designs. Case examples from different organizations have been outlined and this further impacts business leaders with skills. The article has examined organizational design as it has provided an analysis of its relevance and application for the success of organizations. It further highlights that complexities within the environment over the coming years will make organizational redesign efforts to be compulsory. This will be important for organizations to remain competitive in the changing business environment. The article also suggests that leaders will have to play huge roles in organization designing efforts. Innovation-point.com. (2010). Strategy-Structure Alignment. Retrieved from http://www.innovation-point.com/Strategy-Structure%20Alignment.pdf This article aims at increasing strategic thinking abilities of the readers as it exposes them to a wide range of perspectives and theories. The article contains theories, frameworks, models and perspectives that have been clustered around strategy- structure issue in management. It also provides key aspects with which managers must deal with in their practice of management. This article is decision- oriented as it provides managers with key decisions that they have to implement in their practice for them to be effective managers as well as decision makers. Readers are provided with a challenge of looking at the strategic- structure issue from different aspects and perspectives. This article encourages a reader to engage and it also provokes critical thinking. Managers are required to identify the strengths and weakness of the strategy- structure issue and this will enable them to develop a better understanding of the problems experienced. The article therefore will provide managers with more skills and they will be able to develop innovative methods of solving the problems. The article also outlines the four phases that the strategy- structure follows and provides a clear explanation of what each phase entails. It therefore focuses on giving the reader a clear overview of the structure-structural alignment. The article can therefore be said to be based on an assumption that the reader has a need of developing skills that will enable him/her to solve strategic problems. Understanding the strategy-structure alignment is therefore a more effective means of strategizing. The article also outlines the various problems that can be effectively addressed based on a clear understanding of the strategy-structure alignment. McLeod, S. (2007). Bolman and Deal Frameworks. Retrieved from http://bigthink.com/ideas/29710   The authors of this article have proposed frames that can be used by leaders to provide them with an understanding of the relationships within organizations as well as abilities of foreseeing the consequences of interventions. The frames outlined in the article also assist leaders to make complex decisions. The four frames with regards to organizations and classrooms are the main basis of the article. The article has provided explanations that show how each of the frames can be incorporated into the leadership practice to bring about developments and effective decision making. Authors have provided summaries on innovative ideas regarding various stages in which each frame can be used to bring about positive results. The authors of the article target managers and future leaders as they show how the frames are useful for organizations and leadership. The article contains information and research that has been written in a simple and clear format therefore making it easily understood and can be applied into practices of management and leadership to ensure coordination. The authors have provided a clear and comprehensive synthesis of the four frameworks of Bolman ad Deal frameworks and goes on to show how they can help change the different approaches used by most managers to handle organizational issues. An application of each of the frame is provided by showing cases in which it would be most applicable. It has therefore been identified that one approach may be more appropriate than the other and this will depend on the circumstance or several approaches may have to be used in combination to ensure success. Willamette.edu. (n.d.). The Strategy-Structure Mismatch. Retrieved from http://www.willamette.edu/~fthompso/MgmtCon/Strat&Struct.html This article is concerned with bringing about positive changes in businesses and different work settings as it provides an analysis of the various situations in which strategy- structural mismatch has brought about disadvantages within organizations. The article outlines the key functions and roles that members of the top management in any organization have to play to ensure operations are effective. The article also provides a clear definition of the structure of an organization and outlines the relationship between strategy and structure. The article further provides examples of organizational activities that directly conflict with each other as a result of mismatch of the structure and strategy. The article further provides a criticism of the DOD as well as the Office of the Secretary of Defense (OSD) and shows how strategy- structure mismatch has brought about issues regarding stakeholders that should be responsible for performing various organizational functions. Recommendations are provided regarding effective measures that could have been employed by the DOD to ensure operations within the organization are effective. These recommendations act as guidelines for many organizational managers by providing them with useful information regarding importance of aligning strategy with structure to ensure organizational success. This article provides leaders with advice that they need to avoid a strategy-structure mismatch. It has also provided a realistic balanced view of the topic by giving an example of the DOD. It therefore shows that organizations can acquire competitive advantages by ensuring strategy- structural alignment. References Bryan, L. L. and Joyce, C. I. (2008). Better strategy through organizational design. The McKinsey Quarterly, Member Edition. Retrieved from http://www.mckinseyquarterly.com/Organization/Better_strategy_through_organizational_design_1991_abstract Innovation-point.com. (2010). Strategy-Structure Alignment. Retrieved from http://www.innovation-point.com/Strategy-Structure%20Alignment.pdf McLeod, S. (2007). Bolman and Deal Frameworks. Retrieved from http://bigthink.com/ideas/29710   Willamette.edu. (n.d.). The Strategy-Structure Mismatch. Retrieved from http://www.willamette.edu/~fthompso/MgmtCon/Strat&Struct.html Read More