Leadership Effectiveness and Workers Commitment - Annotated Bibliography Example

Title: Organizational Design Student’s Name: Instructor’s Name: Course Name and Code: University: Date of Submission: Organizational Design Introduction The rationale behind the growing need for effectiveness in the formulation and implementation of organizational design is in the fast growth in organizations today. The pace of this growth has even taken a higher notch with the effects of technology, globalization and information technology, which has made the concept of organizational design, gets more and more complex. This is because the size of an organization will reflect the demands of the organization, in terms of work structures, division of work, and the work processes. Organizational design is very important in the determination of an organizational success. The paper outlines a number of elements of job design that are essential to an organization. Issues such as, departmentalization, work specialization, chain of command, traditional verses contemporary job designs among others are addressed. Journal 1: Allen P.M 2001, A Complex Systems Approach, ‘A journal on innovation management in job design’, 5, p.148-149. The journal outlines the essence of application of proper organization design in modern organizations. It advances that organizational design is engaged often, when the managers have to develop or perform some changes in the structure of the organization. It is an important aspect in an organization that designates many of the structures and processes within a particular organization. It plays a factor in shaping the culture of the organization, so as to facilitate the organization to meet its goals and objectives (Allen, 2001, p.148-149). The Journal further advances that to effect effective change management, it is important to put consideration to organizational design; for it supports the company’s strategy for success. Due to the fast growth in organizations, the concept of organizational design gets more and more complex. This is because the size of an organization will reflect demands of the organization, in terms of work structures, division of work, and work processes. The bigger the organization, the more complex will be the organizational design. Organizational design is very important, in the determination of an organizational success. One of the essential strategies of a company in development of a strategy of a company, in order to achieve its goals is through, the creation of a dynamic organizational design that will fit the company’s purpose, culture and processes. It is essential to note that to achieve organizational effectiveness, it is important to match the form of the organization, to the purpose that the organization seeks to achieve. The company should ensure that organizational design they set, will work for them and not against their set objectives. In order to create an effective organizational design, there’s need for selection of the right job design. Jourrnal 2: Mabey, C & Storey, J 2001, Organization Structuring and Restructuring (2nd ed.), A journal on understanding business organization’, 4(3), p. 90-96. The journal advances that an organization design, is a crucial aspect to the growth of an organization. It advances that the type of organizational design is much needed in the implementation of organizational change, which is inevitable in today’s growing business. Most organizations would want to increase their target markets through, investing in newer target markets both locally and internationally. This always would call in for human resource managers to adjust the organizational design, that will fit to the new demands that comes with increased workforce (Mabey & Storey 2001, p.90-96). The paper looks particularly at work specialization as an important tool of job design that increases effectiveness in the work processes of an organization. Work specialization involves the action of the organization to divide the tasks at work to different categories. It involves splitting of work to simpler portions that would increase effectiveness in task performance. The author emphasizes on the need for the job design to give serious considerations, while dividing employees to their different areas of specialty. The author suggests that there is need to assign responsibilities to individuals, based on their trained skills, competence and preference for the task. Employees are too said to be effective, if given responsibilities that they feel they are competent in. The journal also outlines the need for harmony in different specialties of sections that would be created in developing work specialization. The main idea of this organizational design is that an entire job is not done by one individual, but instead needs specialized skills from various parts that make the organization. The journal emphasizes that the entire philosophy of organization, depends on the concept of specialization and division of work. This specialization is done through; orientation towards goals, composition of individuals and groups, differentiated functions and specialized according to continuous process. Iournal 3: Stacey, R. D 1997, Dynamics in Management, ‘A journal on management and organizational design dynamics’, 2(3), p.49-61. The journal looks at job design, as a critical tool for Human resource managers, in ensuring that there is efficiency in the functioning of employees at the work place. It is based on departmentalization, which is the basis by which jobs are grouped together. The author advances that every organization has its own specific way of classifying and grouping work activities, in a manner that will increase its effectiveness. Through departmentalization, the organization is able to assign specific responsibilities to departments created and this increases the effectiveness at the work place. Often many organizations would group together similar tasks into units or departments and when there is good working relationship between the departments, then this increases effectiveness at work place. The author advances that similarity of tasks forms a good basis for creating functional departments (Stacey, 1997, p.49-61). The journal advances two main forms of departmentalization, which are functional and product. Functional entails division of work into departments based on functions performed. It also looks at the product departmentalization, which is involved in differentiating the departments by virtue of product line. The different managers are said to be responsible within the organization. The positive aspects of the latter being, it allows specialization in particular; managers can become experts in the various industries as well as, the method being closer to customers. Journal 4: Oribabor, P. E 2002, Leadership Effectiveness and Workers Commitment in Work Organization, ‘A journal of management’, 3(2), p.19-29. The journal looks at job design as a tool for organizational change, which can be attained through the company welcoming departmentalization. However the author has a bias of geographical departmentalization, over other forms of specialization. He advances that this type of specialization is best fit for many organizations; for through the different locations that the departments are operated; the relationship between the employees and the different environments is able to generate new ideas that builds up the organization. It focuses on geographical Departmentalization which groups jobs on the basis of territory or geography. The Positive aspects of this kind of specialization as outlined in this journal include its efficiency in handling of specific regional issues that arise; it serves the needs of unique geographic markets in a better way. The journal further raises the concern for organizations to spread out their departments first as a security measure, then as a measure to increase exposure among its staff (Aribabor, 2002, p.19-29). The author further advances the need to train staff, who are stationed in different geographical areas, as well as, the need for universal work procedures and policy practice across the main area of business. Proper organizational designs are said to work in an organizations that have adopted this mechanism, in coming up with job design. Therefore, first there is need for HR managers to come up necessary schedules that would increase efficiency at the work place. Journal 5: Okedara, J. T 1995, Analysis of Predictive Factors of Strike Action Among Industrial Workers, A journal of economic development, 2(2), p.17-26. The author of this journal looks at job design used in Human resource management, as a great platform that managers are able to use to increase efficiency, in work output. Efficiency in work output is regarded as a relative function of the work design. The journal emphasizes on the importance of streamlining the work processes within the job design, in a manner that will make the organization meet its said objectives. There is need for managers to reach out for efficient work processes; which should be captured in the job design, so as to make the organizations effective. The journal also calls upon managers to check the work processes and particularly, the processes in the departments concerned. In addition to this, the author advances the preference of process departmentalization as a tool that if well managed, can result to high efficiency in the process of management. The human resource managers in this journal are encouraged to come up with short, ethical and smooth work processes that would increase both, the interests of management and employees (Okedara, 1995, p.17-26). The journal finally raises the concerns for simplification of the organizational designs. This is because, as time passes by, the job design becomes more complex and this calls for, a systematic approach to the issue. It groups jobs on the basis of common customers of the company. The positive aspects associated with this manner of departmentalization include, the customers' needs and problems being met by specialists. Journal 6: Dayo, A 2005, Job Design and Economics at Work, International Business and Economics Journal, 7(2), p.34-46. This journal has narrowed down on the Chain of command as a key element of organization design. The author emphasizes on the need to have, descriptive job design that clearly outlines the need for an efficient and functional chain of command system, at the work place. The journal bears the view that efficiency in management of an organization; barely is dependent on the working relations between the managers and employees. These relations often are depended on the chain of command between managers and employees. It however notes that organizations today are slowly minimizing upward-downward chain of command, for it often neglects the concern of the employee. This is as opposed to lateral working relationship that is likely to increase performance at the work place (Dayo 2005, p.34-46). The journal looks at a chain of command, as a continuous line of authority that extends from organizational levels, at the strategic level to the lowest levels and clarifies the reporting mechanisms. For instance; who reports to whom. There are three important concepts attached to span of control, They are authority; which regards the inherent rights in a managerial position, responsibility; which refers to a personal obligation to perform some tasks, and finally we have unity of command; that basically emanates from a managerial principle that advances, that an employee should only have one person he/she reports to. Chain of command is such a significant component of the wider job design that should be given priority; in order to avoid cases of conflict of interests, and minimize work duplication. Journal 7: John, M 2000, Organisational design during Financial Crisis, A journal on strategic leadership, organisatioanl design during financial crisis, 2(3), p.38-47. In a broad perspective, the author looks at effectiveness in the work place, as a function of job design. In fact the author in his writing, claims that there cannot be effectiveness minus a proper functioning job design that would see to it, that the work done is done via the right methodologies that would have positive influence to the performance at work. Job design is said to provide the basis in which, many processes within the organization will be done. The author too looks at the span of Control, as very important to an organization, for it determines the number of levels and the number of managers that an organization would require. As well as, determine employees number that a manager would efficiently and effectively manage (John, 2000, p.38-47). Some factors that would push for a larger span of management may include; the work performed by subordinates being stable and routine, similarity in task performance among employees, high training among subordinates, and the availability of managers. The author further advances that very little time is required in non-supervisory activities that are in-charge of coordination with other departments or planning. The journal defends those managers' personal preferences and styles favor a large span. Journal 8: Alex, J 1997, Organizational Design, A journal of organizational behavior, 2(4), p.19-26. Work design is an essential tool in giving a company a competitive niche over its competitors through shaping the behavior of its employees. As competitions grows with the coming in of newer technology, globalization and market change, how the human resources managers shape the organizational design plays such a significant part in giving the organization a new look. Changing job design structure plays a great role in improving the internal functioning of a company with respect to its desire to reach out to the market so as to realize its goal. The author emphasizes that the basic goal of any business organization is to increase its profit margin; this calls for the need to increase output. Organizational design plays a great role in this through sharpening both the internal processes as well as the approaches that the organization will relate to its environment and this ultimately would influence the output (Alex, 1997, p.19-26). The author of this journal emphasizes that the decision making processes, the use of power by managers and how documentation is used to influence employees, as key aspects, that shape how effective an organization is. This he further, splits into how the processes are centralized, decentralized, and/or formalized. The journal stipulates that in centralization, effective implementation of a company’s strategy depends on the managers retaining full control of what happens. This makes management to be characterized with a complex and uncertain environment, lower level managers wanting a voice in the decision making process; decisions being minor and the company’s corporate culture, allowing managers to have a full say in what happens. On the contrary decentralization would allow for flexibility in decision making process, and this would be across all the levels of management. This may be beneficial particularly in cases, where much innovation and brainstorming is required. Journal 9: Christine, K 2006, Increasing Operating Effectiveness, ‘A journal of organizational design at work’, 3(5), p.31-43. This journal has concerned itself much with the extent to which an organization ought to be standardized, over the extent to which it is to be guided by the set rules and regulation. There is an argument for and against standardization, particularly with regard to formalization of jobs. The author refers to formalization as all the attempts that relate to the degree in which jobs within the work place are standardized and the flexibility in which the behavior of employees are guided by rules and regulations. In this context the written documentation that is used to direct and control employees may include; rules and regulations books, literature on policy(s) guidelines of the organization, the procedures and channels of work operations, job descriptions and regulations; among others. The journal however addresses the need for flexibility of rules and regulations, depending on contingent matters that may arise during the work processes, which were not seen earlier on (Christine, 2006, p.31-43). The author however, remarks that formalization is however important as a control measure and to give order to the implementation process of the job design. ARTICLE 10: Talacchi, L. T 1996, Organizational Size and Labor Turnover, ‘A journal on industrial job design’, 10(2), p.20-32. Job design is further emphasized to be a significant tool in increasing effectiveness at the work place. How the design is implemented in the work processes of that organization plays a great role in the overall success of work in the organization. The journal addresses the issues related to the traditional designs of job designs. The traditional designs include the three main structures. These are; the simple structure, functional structure, and divisional structure. The author shades more light on each design in order to give an understanding of the organizational design concept. The Simple Structure involves that organizational design that has low departmentalization, has wide san of control, the authority is much centralized and there is little formalization (Talacchi 1996, p.20-32). The author advances that it is much in the businesses that have just began, where the owner does almost all the processes. The second form of traditional organizational design addressed here is the functional structure that groups similar of related occupations together. The other structure recognized here is the divisional structure that is comprises of semi-autonomous units or division, where each unit has its own goals and objectives to meet. Managers focus more on results in the units knowing that they will be held accountable for them; rather than on the overall goals of the organization. Journal 11: Kauffman, S 1996, At Home in the Universe, ‘A journal for the laws of self organization and complexity’, 3(4), p.80-98. This journal focuses itself with formulation and implementation of job design in today’s current organizations that are faced by the challenges of technology, globalization, and impacts of growth in information technology. This calls for organizations to embrace modern contemporary approaches in the implementation of organizational designs. Today companies are moving to organizational designs such as ‘Team structure’, which is a design where an organization is broken into teams and each team works to attain a common goal. The teams make effort to perform well, for they are held accountable for their actions and performance. In this type of setting, there is absence of a chain of command and the teams have the power to be as innovative as they would want (Kauffman, 1996, p.80-98). The author also advances of the matrix structure, where the specialists of different functional units, are given one or more projects. In this structure, the different resources include the functions of the organization and this may include; human resources, marketing, sales, engineering, operations among others. We also have the project structure, which is an organizational structure where employees continuously work on projects. It is similar to the matrix structure, however when the project comes to an end, the employees don’t go back their departments. Finally, the journal addresses on the autonomous internal unit type of structure, which is made up of many independent decentralized business units. Journal 12: Ashkenas, K & Kerr, S 1995, The Boundaryless Organization, ‘Breaking the chains of organizational structure’, 3(2), p.67-79. As the issues of job design gets complex and complex, the concept of boundary less organization, have been welcomed by its proponents. In real sense, boundaryless organizations are organizations defined by or are limited to the external boundaries imposed by the predefined structure. In simpler terms, it is an unstructured design, which is more flexible as it lacks the boundary to deal with issues such as chain of command, organizational hierarchy and departmentalization demands. The journal advances that in order to break these boundaries, the managers may use network, virtual, or modular structures. In virtual, most work is outsourced, with smaller numbers of permanent staff and specialists are invited when there is need to do so. (Ashkenas & Kerr 1995, p.67-79). Modular structure is applied industrial setting companies where work is done outside the company from different suppliers. Finally the network organization is one in which companies outsource their major business function(s) in order to focus more on what they are in business to do. Conclusion In conclusion, I would like to note that job design is an inevitable activity in any organization. In the real sense, almost no organization would exist without the internal rules for the organizational design. The individuals tasked with the responsibility to create job design of an organization, have to design the basic principles and components of the organization. It is also important for the founders of the organizations, to set up the basic rules for the organization, as well as, the structure for its future organizational development. The rules are very important for the growth of the organization, as they set the main logics behind the growth of the organization. These rules are inscribed into the job design to make it feasible. The essential aspects to be checked here include; the span of control, authority of managers’ verses that of employees, and finally the accountability aspect, which makes people feel involved in the growth and life of the organization. References Allen, P.M 2001, ‘A Complex Systems Approach’, A journal on innovation management in job design, 5, p.148-149 Ashkenas, K & Kerr, S 1995, The boundaryless organization, ‘Breaking the chains of organizational structure,’ 3 (2), p.67-79. Alex, J 1997, Organizational Design. ‘A journal of organizational behavior’, 2 (4), p.19-26. Dayo, A 2005, Job Design & Economics at Work, ‘International Business and Economics Journal, 7 (2), p.34-46 John, M 2000, Organisational Design during Financial Crisis, ‘A journal on strategic leadership, organisatioanl design during financial crisis’ 2 (3), p.38-47. Kauffman, S 1996, At Home in the Universe, ‘A journal for the laws of self organization and complexity’, 3 (4), p.80-98. Mabey, C & Storey, J 2001, Organization Structuring and Restructuring (2nd ed.),’A journal on understanding business organization’, 4 (3), p.90-96. Okedara, J. T 1995, Analysis of Predictive Factors of Strike Action Among Industrial Workers, A journal of economic development, 2 (2), p.17-26. Oribabor, P. E 2002, Leadership Effectiveness and Workers Commitment in Work Organization, ‘A journal of management’, 3 (2), p.19-29. Stacey, R. D 1997, Dynamics in Management, ‘A journal on management and organizational design dynamics,’ 2 (3), p.49-61. Talacchi, L. T 1996, Organizational Size and Labor Turnover, ‘A journal on industrial job design’ 10 (2), p.20-32. Read More