Organizational Structure Part 4

• Models of Organizational Structure
• Bureaucratic
• Specialization
• Division of Labor
• Hierarchical Arrangements of Position
• Impersonal Relationships & Rules
• Vertical
• Key Characteristics
• Traditional Organizational Structure
• Power is Centralized
• Employees have less autonomy
• Formal Policies and Procedures
• Strict Reporting Lines
• Job Description Based
• Horizontal
• Key Characteristics
• Flatter Organizational Structure
• Less Hierarchical
• Power is located with owner manager
• Employees have broader span of responsibility
• Similarly skilled experts
• Departmentalization
• Business Function
• Product
• Matrix

Until next time...






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

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/

Process, Benefits & Preparation Part 3

Performance Appraisals

Performance Appraisal Areas
In the Performance Appraisal process, the main areas of concentration will be:

Performance (What)

• Job responsibilities/duties
• Accountabilities
• Business targets
• Key performance indicators (KPI’s)
• Objectives
• Key result areas

Skills and Knowledge (How)

• Technical
• Managerial
• Interpersonal
• Professional
• Business
• Product/Service

Preparation
To make sure that the Performance Appraisal goes well, advance preparation is essential.

Preparation includes:

• Information gathering: Collect all relevant information, not just what will confirm your own views!
• Documentation
• Make sure that both you and the employee have completed the Performance Appraisal documents correctly.

Location for Performance Appraisal

• Somewhere quiet and private. Make sure phones are off, and put a ‘Do not disturb’ sign on the door.

Scheduling a time

• Put it on your calendar and block it from interruptions.

Until next time...






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