The evolution of organizational design models
Definition and objectives of organizational design
Evolution of organizational design models and the characteristics of each
Leavitt Diamond Model (technology, task, people and structure).
Galbraith Star Model (strategy, structure, processes, rewards and people).
McKinsey 7S model (strategy, structure, systems, staff, skills, styles and shared values).
Burke-Litwin model (McKinsey 7S model factors in addition to external environment, performance and feedback).
Organizational archetypes
Common types of structures and the implications of each on organizational effectiveness
Functional
Geographical
Customer or Market
Product
Process
Matrix
Network
Structured network
Frameworks to help you position your organization and determine essential factors such as positions overlap and span of control.
Environmental complexity and stability framework.
The work standardization framework: work variety vs internal ability.
Classification of operating mechanism.
Functional tool kit for design and redesign of optimal organizational structures
Who to involve and what is the role of HR roles and responsibilities?
Elements to analyze and consider:
Goals - linking structure to strategy.
Limits – scoping (geography, function, business unit…etc.) and focusing organizational design work.
Activities - defining key activities to deliver strategy and decision requirements.
Units - separating functions into units to drive focus and specialization.
Links - coordinating and collaborating across units to avoid silos and foster cooperation.
Shape - defining spans and hierarchy layers.
A comprehensive toolkit and associated tools needed to plan for and design your organizational structure.
A radar chart to indicate change initiatives required for the success of new design.
Radar elements
Enablers such as incentives, rewards and governance
Operating mechanism
New structure description such as roles, competencies and sourcing routes
Cultural norms and behaviors to be influenced.
Work force planning
Defining workforce planning
Forecasting employee needs
Static approach
Dynamic approach
Keys to successful workforce planning
The strategic staffing processes
Demand analysis
Trend analysis
Ratio analysis
Zero manning methodology
Capturing and tabulating information
Essential skills to master as an organizational design and workforce planning professional
Job evaluation: the Meirc job evaluation system uses and implications
Job description writing for new or amended roles in compliance with job evaluation system factor requirements.
Salary structure and incentive schemes.
Improving staff readiness levels through learning and development.
