Organizational Troubleshooting and Design

Posted on Feb 10, 2025 in Other subjects

Organizational Troubleshooting

Systematic View of Problem Solving:

  • Organizational structure influences the behavior of its members.
  • Structure in human systems is subtle.

The policy of action (Concheta) influences perceptions, goals, and standards.

Levels of Explanation of Problems (Column):

  • Global: Single, obvious.
  • Systematic Structure: Description.
  • Behavior Patterns: Types of explanation and generous action, response, reactive.

Troubleshooting Steps:

  1. Compose the fault.
  2. Prevention.
  3. Anticipation.
  4. Identify the root cause of system changes.

The Power of Denial: Give legitimacy, work on relationships, communicate effectively, and have a solid commitment.

Organizational Development

Organizational Design

  • Definition of areas and levels.
  • Compose what the organization should be.
  • Organizational design is structurally a part of the business strategy, which is the desired future.
  • The interactions between them and their various components.
  • How roles and positions must be established.
  • How the posts will be valued.

The Design Process has the Following Characteristics:

  1. Agile: Allow interaction of areas and levels.
  2. Avoid overlap and waste of resources through bureaucracy.
  3. Establish organizational levels and a few more interdependent structures.
  4. Allow every employee to feel important achievements.
  5. Maintain minimum desired job control.

Structure Design Areas:

  1. The production or processing of materials.
  2. Marketing of their products and services.
  3. Research and development of new products and services.
  4. Funding.
  5. Organizational development.
  6. Integrates personal development company.

Types of Structure

Direct Dependence and Indirect (Staff): Heads have direct bosses; the indirect chief shares a relationship of authority without being a technical supervisor.

Matrix Structure: Ensures better representativeness of all employees in organizational decisions.

Distribution of Roles in the Framework

Producer: Plays many roles in the organization to get expected results (sales, operations, customer service).

Administrator: Maintains controls, record keeping, reporting, and implements procedures (supervisor, auditors, administrator).

Creative: Responsible for new alternatives or innovation in the business (marketers, IT).

Integrator: Serves people who make up the organization, teaming to integrate work and train leadership styles.

Life Cycle of the Organization

(See chart)

Organizational Childhood: The organization must be very flexible and results-oriented.

  • Characteristics to Consider:
    1. The organization should be designed to support production decisions.
    2. Establish small areas with the capacity for reorganization.
    3. Maintain few organizational levels.
    4. Ensure proposals and problems arrive as soon as possible.

Organizational Adolescence: Has certain rules.

Organizational Maturity: Is distinguished by an appropriate balance in structure.

  • Sufficient concepts and procedures.
  • Features: Keeping staff motivated by promoting teamwork and meeting achievements.

Excessive Bureaucracy: Rules and processes stifle institutional flexibility.

  • Features: A high number of rules and criteria makes reactions slow to change. Thick manuals of policies and procedures are not consulted.

Mental Models: Are generalizations and assumptions, concepts, and beliefs that are rooted in the mind and allow us to explain and act on reality.

Responsibilities of the Organization

  1. Communicate the goals and strategies for the future.
  2. Create opportunities for growth.
  3. Give employees time to learn.

Responsibilities of Employees

  1. Know their potential.
  2. Must keep up.
  3. Balance specialist and generalist capacity.
  4. Have their options open.

Importance of the Job: Job Description

  1. Place employees in suitable positions.
  2. Equitably compensate employees.
  3. Create training plans and development.
  4. Meet the real needs of human resources in the enterprise.

Job Analysis and Responsibility: Determine any requirement and condition required to do the job properly.

Training and Development

  1. Train personnel in the tasks of the company.
  2. Improve material handling and equipment.
  3. Change the attitude of people to create satisfactory weather.
  4. Provide continuous personal development opportunities.

Performance Evaluation: Systematic appraisal of the performance of each person in his position.