organizational analysis

• Organizational structure


  A system that outlines how certain activities are directed in order to achieve the goals of an organization. These activities can include rules, roles, and responsibilities.
• Organizational structure


  It determines how information flows between levels within the company.
• Organizational structure


  • Centralized structure - decisions flow from the top down
  • Decentralized structure - decision-making power is distributed among various levels of the organization
• Having an organizational structure in place allows companies to remain efficient and focused.
• Organizational chart


  A diagram that shows the relations between employees in the company. The chart is also used to show the relations between departments or organizational functions.

  
• Functional structure

  • Employees are grouped into different departments by work specialization. Each department has a designated leader highly experienced in the job functions of each employee supervised by them.
  • Disadvantage: Companies with a functional structure face the lack of coordination between departments.
  • Solution: Train leaders to foster collaboration across departments.
• Divisional structure

  • Organizes employees around a common product or geographical location. Divisional organizations have teams focused on a specific market or product line.
  • Examples: McDonald's Corporation and Disney.
  • Company's culture is dictated by top management, but operational decisions can be made by each division independently.
• Matrix structure


  • Team members report to several managers at once.
  • Need to find a way to avoid authority confusion and prevent conflicts between managers.
• Team structure


  • Creates small teams that focus on delivering one product or service. These teams are capable of solving problems and making decisions without bringing in third parties. Team members are responsible for managing their workload and have full control over the project.
  • Characterized by little formalization and high flexibility. Works well for global organizations and manufacturers.
• Network structure

  • Goes beyond the internal company structure. It's an act of joining the efforts of two or more organizations with the goal of delivering one product or service.
  • Outsources independent contractors or vendors to complete the work.
• Horizontal/Flat structure

  • Eliminates most of the middle level management and their functions. Top management/owner directly contact with the employees such as frontline salesperson, shop floor employees and customers.
• Recruitment


  The overall process of attracting, selecting and appointing suitable candidates for jobs (either permanent or temporary) within an organization
• Recruitment can also refer to processes involved in choosing individuals for unpaid positions, such as unpaid trainee roles
• Recruitment roles


  • Managers
  • Human resource generalists
  • Recruitment specialists
• Job Description


  A document intended to provide job applicants with an outline of the main duties and responsibilities of the role for which they are applying

  
• Creating a Job Description

  1. Drawn up by the individual in the organisation responsible for overseeing the selection process for the role

  2. Often with the help of the company's HR department

  3. And/or an external recruiter
• Responsibility


  An obligation or duty to satisfactorily perform the job or complete the assigned task
• Job Title


  A term that describes in a few words or less the position held by an employee