Organizing Mini-Project - Organization Matters - Essay Example

Project - Organization Matters al Affiliation Organizing mini-projects In the current job, most employees are under two different supervisors who answer to the main organizational director. This means that the organization uses a structure that more of an organismic structure but with a mix up when it comes to flow of authority (Stanford, 2007). From the fact that one answers to two different supervisors, there are times when an employee gets contradicting orders that are confusing and demotivating.

In additional, there is no recognition of specialization in the organization that really demotivates many employees. Duties are assigned depending on the situational demands and urgency of the activity. It is preferable to work in an organization where orders and instructions are received from a single person. Since the chain of authority in an organization is one of the important principles of management, being answerable to one boss ensures confidence in performance and motivation. It is also a good feeling to work in an organization that recognizes specialization and provides opportunities to exercise authority and responsibility in ones area of work with little interference.

This motivates and helps retain employees In an organismic structure, as in the current organization, jobs are not easily defined. Every activity is performed as a way to adapt to an unstable environmental condition. In addition, supervision is rather lateral and not dependable. Although this structure increases control and allows the management to exercise close contact with the employees, it is difficult to develop employees and motivate them. In a mechanistic structure, jobs are divided according to specialization (Netting, & OConnor, 2013).

This implies that an employee will have a chance to choose a specialty while working in their assigned position. Authority and responsibility are easily shared, and accountability maintained. This motivates employees and ensures free loyalty and commitment of the workers. However, it is costly to implement and sustain but with employee loyalty and retention ensured, it is better than the organismic structure. Motivation of the employees is also enhanced by having plans for the employees to undergo training and career development in the organization.

This does not happen in the current job, and employees do not feel that the organization’s management has plans for their careers. This has demotivated many, and some have left the organization for better working places. To get an organization that talks into consideration the career and specialization needs of the employees is a hard task. Most appear to take this consideration at a glance, but the reality is that they do not. However, if one considers the professional rise of the employees in an organization, it is easier to discern (Stanford, 2007).

For instance, if many of the top managers and departmental chiefs in an organization started as technical employees, then the organization allows and plans for career development. This is different from an organization where employees suffer from the glass ceiling effect. A dream organization should, therefore, have departments divided depending on operations, functional model, and each of the department manager given the authority to make decisions that affect their departments. This will enhance the effectiveness of operations and ensure that urgent decisions are made in time to maintain operations.

The managers should however be answerable to the top management and frequent top-down and down-top communication should be maintained in all departments. Further, the organization should have provisions for employees training and development and use appraisal reports to identify training needs. The provisions should be put in the organizational planning and aligned to expected changes in internal and external environment (Netting, & OConnor, 2013). References Stanford, N. (2007). Guide to Organisation Design: Creating high-performing and adaptable enterprises.

London: The Economist. Netting, F. E., & OConnor, M. K. (2013). Organization practice: A guide to understanding human service organizations. Hoboken, N.J: Wiley.