Organizational analysis and design

Analysis, Pages 9 (2047 words)

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Organizations all over the globe requires evaluation and designing to increase efficiency, enhance change or redefine their approaches which aims at increasing their productivity. Increasing competition and rising demand for products and services has resulted to inevitable call for change in the organizations cultures for increased efficiency and overall output (Bernard 2004). Organization analysis therefore, involves the assessment of the present structures, systems and evaluating their suitability in achieving the set targets and objectives in their management plans.

Designing entails creation and allocation processes for the roles and structures necessary for achieving and improving the set targets (Ferrell 1999).

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It sets the stage for implementing all the set targets in an organization as it puts in place the necessary structures. This essay discusses the key issues that arise from execution of proposed changes in Brampton council using the management theories on the organization culture with the main view of improving the overall efficiency in management and thus productivity.

While considering the major factors that affect the staff morale and motivation in the institutions designs, all the line values and requirements are assessed and analysed (Audit Commission, 2005).

With greater orientation to the impact on the staff, the essay draws conclusions and recommendations that will assist organizations to reduce the overall impacts resulting from implementation of design changes sin their systems.

According to Black & Hall (2002), increased productivity as a major outcome will result from the organizational changes that should be effected with target on both short and long term goals for sustainability. Increasing the focus on the overall production process from the organizations, the physical stress and anxiety should be removed as suggested by the scientific management view of the classical theories (Ferrell 1999).

Though people are generally resistant to change, all the staff will tend to associate with the positive production from the venture.

Values and attitudes of the employees will be greatly boosted. However increased communication should be effected to incorporate more of them in the decision making panels for faster implementation of the proposed agendas with minimal resistance (Bernard 2004). Harigopal (2006) points out that, carrying out minor structural adjustments increases the level of exploitation of the present opportunities thereby reducing the overall cost of effecting the design change. Administrative theories requires increased unity of command and division of work through specialization of the departmental operations.

It will be easier to allocate various responsibilities to the staff from a centralized position which increases the overall efficiency than it would be from un-centralized systems (Peter et al 2005). Establishing a centralized management system that assists in monitoring and immediate adjustments to the methods applied will aid in simplifying the achievement of the overall objectives. Therefore, this proposal would positively affect the employees as it would not emphasis the functional expertise and their overall capacity in the allocation of the responsibilities.

Besides, all the budget saving would not be released directly to the services making the staff to enjoy them for longer. However, on a long term analysis, the impacts would be greater and negatively affect the culture of high quality service delivery by the consumers (Tupper & Gene 2007). Harigopal (2006) argues that, use of lean management in organizations has been emphasized by majority of the organizations theories as a major method of improving efficiency and productivity.

With globalization and modernization increasing the overall pressure for different organizations, scientific management have been adopted to reduce the major externalities in the organization's production processes (Audit Commission 2005). The council required standardization of the businesses through consolidation and harmonization of the whole system that would have seen improved services delivery to the people (Bernard 2004. Through application of classical theories, increased work planning and improved standardization of the management practices the production processes have emphasised on specialization of all the organizations units.

It has called for scientific selection and immediate training and retraining of the workers to achieve different targets (Audit Commission 2005). Though the initial benefits may not be clear, the ultimate long term effects from the system will be realized by all. As a result the e-governance and more efficient system objective of the Brampton that required line partnership establishment would ensure greater output to the public. As the most preferred proposal, shifting to major 5 department building would enhance increased delivery of the services to the consumers.

At divisional level, the functional expertise and responsibilities would appropriately be allocated to various entities that had an immediate aim of reducing the overall budgetary costs (Ned 2007). This option would have been easy as it would primarily distribute the prior changes to the new line departments. Besides, it would be able to balance the short and long term goals through the departments established like Adult community services, environment, culture ; community safety and regeneration housing section.

Neoclassical considerations requires participative management in the decision making processes which increases the overall productivity. As indicated above, the staff would participate actively in the various sections created by the proposed changes (Black ; Hall 2002). Also their decision in the line individual departments would be highly consulted and regarded as specialization heightened (Paul et al 2009). According to Ferrell (1999), staff consideration being improved with the enhanced degree of interdependence ensured their overall morale would be greatly considered (Audit Commission 2005).

It would reduce the conflicts in the management and improve the overall service quality to the consumers. Understanding that the final services consumer were the most crucial part of the enterprise, the chief Executive director would have to encourage staff orientation to the requirements for their performance in different sections (Bernard 2004). This would therefore reduce their morale as it was an extra requirement for them. It would also involve them more with occupying duties in terms of their resources and overall time in the council.

Financial analysis that saw the deletion of one directors position would increase horizontal and down ward communication of ideas while availing more finances to other departments for change (Audit Commission 2005). Empowering of the line managers to report direct to the chief executive would empower them fully to take responsibilities, therefore reducing the overall redundancy in the organization. Changes as proposed above would have great impacts on the organization' culture in that the new systems to be established would strongly affect the overall quality of the services given to the consumers.

Organizational culture being the driving force for the organization to give higher quality services to the consumers, the staff would require greater level motivation (Black & Hall 2002). According to the modern theories of organizational change the council risked killing the motivation of the employees in the execution of the proposals in that organizations are required to increase their decision making with consultation from all the stakeholders in the whole system. Decisions to implement change are supposed to have emanated from within, therefore making the employees part of the change decision (Audit Commission 2005).

All the decision made to redefine the services delivery were new to them and could create disruptions to their daily operations. Changes should have been effected sequentially and not randomly to give the employees time to adopt the changes in their systems (Ferrell 1999). As a social technical approach all staff should have been considered as the main functional units that brings change as opposed to tools for reaching the set objectives. Their interaction with the new system should therefore have been the first to consider before effecting the overall change (Harigopal 2006).

As a result of the new management settlements in their new managerial offices, new requirements and demands would arise (Ned 2007). Though greatly dependent on the personality of the new leaders in the system, the morale would first go down due to the uncertainty of their modes of operation and their immediate preferences in the quest to achieve the main organization goals and objectives (Audit Commission 2005). They could introduce new requirements into the system that could be stressing to the employees.

As outlined by the modern organizational theories, it would be dependent on the ability of the new leaders to perfect professional training, enhanced mentor ship and rewarding power to increase the adaptability level from the staff (Ferrell 1999). Conclusion Organisational analysis and design is the most important aspect in enhancing increased efficiency and productivity from a unit at any moment and time. It assists in establishing the weak points of the organization therefore raising the overall output (Bernard 2004).

As a result, major changes must be effected in the system to realize the expected high targets. All the staff and employees must be considered and consulted for effective systems to be fully operational. Employees morale and values must also be considered as a major factor for reducing the negative impacts that can compromise objectives achievement in an organizations. As indicated earlier, reduced ambivalence and specialization in the management and services disposal must be enhanced for faster results achievement.

Increased integration of the organization subsystem and differentiation in the council will assist in drawing out the correct agenda for change (Bernard 2004). Cooperation and reduced bureaucratic management that increases communication between the management and the staff would help in reducing the overall time taken by the employees to adopt to the new system. To effect the changes sufficiently, all the responsibilities should have been divided in order of merits to assist executing different mandates necessary for their objectives achievement.

Chief executive officers and line managers had their responsibilities aligned in tandem with the departmental tasks. Recommendation To increase the overall capacity for efficiency in the implementation of the change program in the council, the negative externalities arising from the staff should have been fully addressed to enhance higher compatibility and acceptance. To begin with, they should have been incorporated in the central decision making processes that recommend these changes in the system.

As a result they would view the overall change system as part of their own ideology and thus embrace it faster to proceed with the services delivery (Bernard 2004. To add to that, inclusive capacity building should have been included in the new system for easier adaptability to the new establishments. With the various staff having various understanding capabilities, the mentors should have slowly established the orientation process for easier and better comprehension.

Besides, as the modern theories suggest, enhanced rewarding motivation should have been instigated in the system to lure the staff into the system faster. Imposed rewards have been used all over the world to perfect changes and reduce the resistance from the staff and line employees. It encourages all the employees as they realize that any extra mile they take towards effecting change are greatly rewarded (Audit Commission 2005). Communication on the other hand should have been increased for easier flow of ideas to and from the management.

Easier flow of ideas ensures that the strategies employed in effecting the system operation are perfected. It encourages positive and negative feedback where all the recommendations are considered and modifications effected for increased efficiency. Having established the analysis and embarked on the change process, the management should have established an inclusive monitoring system with ample provisions for adjustments. Short term win situations that help in achieving the overall design implementation should hav e been established and modes of evaluating them specified.

Interaction of the changes with the operational systems would have brought out the real applicability of the proposals therefore giving the correct pointers towards the effectiveness of the new system. Classical theories requires exploration of all the alternatives that act as buffer centres to boost the acting systems and the proposed ones. Reference list Audit Commission, 2005. Streamlining Management Structures: Audit Commission Corporate Performance Assessment, December 2005. Brampton: Audit Commission,

Bernard, B. 2004. Managing Change: A Strategic Approach to Organizational Dynamics. New Jersey: Prentice Hall. Black, J. Stewart & Hall, B. 2002. Leading Strategic change: Strategic analysis and organizations design. London: Clifford and Son publishers. Ferrell, M. Z. (1999). Dimensions of Organizations: Environment, Context, Structure, Process, and Performance. Santa Monica: Goodyear Publishing Company, Inc. Harigopal, K. 2006. Management of Organizational Change: Leveraging Transformation New York. Sage.

Ned, Kock, F. 2007. Systems Analysis & Design Fundamentals: A Business Process Redesign Approach. New York. Sage. Paul, Bocij, Dave, C. & Simon, Andrew, G. 2009. Business Information Systems: Technology, Development and Management for the E-Business. Washington: Pearson Education. Peter, M. , David, P. , Grant, J. & David, P. 2005. Contemporary Issues in Management and Organizational Behaviour. New York: Thomson Learning Nelson. Tupper, C. & Gene, D. 2007. Tool kit for Organizational Change. New York: Sage Publishers.