Aspects of Organization Structure

Subject: Organizational Management
Pages: 3
Words: 784
Reading time:
3 min
Study level: College

An organizational structure is an outline that designates how particular tasks are engaged to accomplish an organization’s aims. Roles, rules, and responsibilities are examples of these activities. It defines how information is transmitted amid layers of the organization. Decisions are made from the top down in a centralized arrangement, but decision-making supremacy is disseminated in a decentralized organization. If a company has a well-defined structural arrangement, it can continue dynamic and intensive.

This company’s existing organizational structure is completely inefficient because of several repeated levels. There are currently three main divisions; however, the CEO is directly reported to by five distinct levels of management. These include Director of Shared Resources Group, Director of Service Group, Marketing Manager, Director of Shared Resources Group, Information Technology Manager, and Director of the product group. Because there are so many different managers, the organization has a lot of miscommunication hence bringing inconveniences in conveying information. Between departments and within their teams, there is a severe lack of cohesion. Different viewpoints or methods of doing things might result in poor performance from employees who are told to complete jobs differently when there are so many different bosses within a team. This creates a conflict of interests in the chain of command. Meeting the requirements of so many different people who want and expect different things can get daunting. Communication challenges within teams and between departments can be resolved by rearranging the company’s structure.

First, the number of people directly reporting to the CEO needed to be addressed. Only directors of departments needed to report to the CEO. The HR manager, marketing manager, and information technology manager could all report to the directors. It eliminated three people who reported to the CEO and created fewer people the CEO needed to communicate with directly.

The number of personnel reporting directly to the CEO had to be reduced first. Only department directors had to report to the CEO. The directors could report to the HR manager, marketing manager, and information technology manager. This removed three people who reported to the CEO and reduced the number of people the CEO needed to communicate with directly. The CEO will be able to receive detailed information from a small group.

Since marketing dealt with everything related to the company’s product, the marketing manager was put under the Director of Product Group. Instead of merely having marketing professionals, the marketing manager needs a team of specialists to assist with all parts of marketing, including design and project management, because marketing initiatives might range from small to huge. That is why I assigned two project managers to the marketing manager, each with a team of graphic designers, quality assurance specialists, and marketing specialists.

Since this role dealt with service-related IT, the information technology manager was relocated to the Director of Service group. I allocated dual information technology specialists, data analysts, developers, and quality assurance specialists because IT is an important business element. The manager has a full team to deal with any service-related issues that arise, including quality assurance specialists to ensure that the work performed is of the highest possible quality. This will increase the proficiency and productivity of the company.

The Human Resources Manager was reassigned to the Director of Shared Groups. When it comes to some human resource demands, such as recruiting and placement quality, the HR manager must work closely to guarantee that the manager’s needs are addressed effectively. That is why I placed the HR manager on the same level as the manager as they ensure collaboration within the departments. I delegated all HR specialists to them to meet their staffing and hiring needs, and I also hired a marketing expert. While most people do not believe that human resources require a marketing expert, marketing plays an essential part in HR. Marketing specialists organize projects with creatively produced materials and develop strategies to target the appropriate demographics to achieve employment requirements. They may also work with digital media and keep an eye on internet conversations to see any needs. They could be in charge of email marketing, social media statistics, or video hiring.

Within each department, numerous positions were repeated, and multiple members of management. The original design was a tangle of wires and cables, and many of those jobs were deleted. The organizational structure was reduced to only include what I felt was required to facilitate communication while maintaining a full team of creative and brilliant people. We now have a simpler procedure with separate teams, each with its leader, managers can now manage their teams, and it is easier to handle concerns. As a result, communication obstacles within each department are reduced when reporting to the CEO up the chain.