Organizational Structure Part 2

• The Organizational Chart
• A representation detailing all individuals, positions, reporting relationships, and formal lines of communication within the organization
• The Organizational Chart
• An organizational chart illustrates
• Division of Work
• Managers & Subordinates
• Type of Work
• Business Functions
• Levels of Management
• Dimensions of Organizational Structure
• Specialization
• How Tasks and Roles are Allocated
• Standardization
• How an organization adopts procedures
• Formalization
• The degree to which rules and procedures are documented
• Centralization
• The degree to which authority and decision making are located at the top of the organization
• Configuration
• The shape of the organization’s role structure
• Traditionalism
• The way procedures are understood or  ‘the way we do things around here’
• Four Underlying Dimensions
• Structuring of Activities
• The extent to which there are defined regulation of employee behavior
• Processes supported
• Specialization
• Formalization
• Standardization
• Concentration of Authority
• The extent by which authority is located centrally either at the top of the organization or at a headquarters
• Line Control of the Workforce
• The extent by which control of the work is under the control of line management rather than through other interpersonal and detached procedures
• Supportive Component
• The comparative size of the administrative and other personnel outside that of the core workflow personnel

 Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Team Decision-Making Part 2

Six Methods of Decision-Making

• Lack of Response
• Someone suggests an idea
• No one says anything about this idea
• Someone else suggests another idea
• This continues until the group acts on an idea
• Ideas bypassed were decided by the group
•   Authority Rule
• The leader makes decisions.
• These are often called command decisions
• They come from the top down
• Team can generate ideas and hold discussion
• At any time the leader can decide on action
• Minority Rule
• One, two, or three people force decisions
• Others hesitate to speak up
• Others think everyone else agrees
• It is assumed that silence means consent
• Majority Rule
• Voting (formal) or Polling (informal)
• Many decisions not implemented as opposing members do not understand or support them
•   Consensus
• Consensus is reached when all members understand the decision, commit to it, and will support it, even though they may not agree with it to the letter. You need to coordinate core work
• Consensus works best for High Performance teams when they need the involvement and support of team members or others
• The double benefit of consensus is that you not only get better decisions, but better ownership and buy-in
• Unanimous Consent
• Everyone truly agrees
• Very difficult to achieve
• Takes incredible amounts of time
• For most decisions, consensus is sufficient

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/