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10 Effective Organizational Guidelines in the Workplace
Organizational Guidelines in the Workplace
Organizational structures cannot be judged against absolute standards. An ideal organization does not exist; there is no right or wrong way to organize anything, and there are no absolute rules governing organizational choice. In the process of setting up or reviewing an organization, you can refer to some guidelines as described below.
Time and critical thinking are required for alignment and organizational capacity. Structures and processes must be identified for their intended outcomes. The following aren’t absolutes, but they deserve consideration based on your analysis of the situation’s needs:
1. Work assignment
Teams, project groups, and individual positions should be assigned the work that needs to be done. Activities that are related should be grouped together. A clear work assignment is absolutely vital to get the maximum potential. In a learning organization, knowledge is actively acquired and used to change behavior. Experimenting, learning new things, and reflecting on new knowledge are norms in learning organizations.
2. A team effort
The purpose of defining jobs and describing roles should be to facilitate and highlight the importance of teamwork. Cooperation is required in areas where it is required. When possible, self-managing teams should be established with as much control over their affairs as possible. This includes planning, budgeting, and ensuring quality. In order to encourage networking, people should communicate formally and openly with one another as needed. An organizational chart outlines rigid channels of communication, but informal processes can be more productive.
3. Integration and differentiation
Differentiating the activities that need to be carried out is essential. But also ensuring that all activities are integrated so that everyone is working together towards the same outcome is also crucial. Organizational performance and stakeholder value can be reduced by declining workforce engagement. During the consolidation phase, growth slows down, departments are formalized, and systems are formalized.
Adaptability is the key in order to be able to get used to uncertainty, change, and challenges quickly, the structure must be flexible. Management should consider a ‘collegiate’ approach to team operation, which requires people to share responsibilities and work with their colleagues outside their primary areas of expertise. Organizations may need to change practices and strategies to maximize effectiveness as they grow or develop.
5. Defining roles
Whether an individual or a member of a team, everyone should know their roles. In order to achieve objectives that they have agreed to and are committed to, they should know what they will be held accountable for and be given everything they need to do so. Defining key result areas in role profiles is a good idea, but they shouldn’t act as a straitjacket that restricts initiative and unduly limits accountability. A detailed job description listing every task is unnecessary as they limit flexibility and authority, and, due to its appearance of comprehensiveness, encourages people to say, ‘That doesn’t fit my job description.’
6. One boss, one person
An ideal situation would be for individuals to be responsible to one person so that they are aware of their responsibilities. The exception to this rule is when someone is directly responsible to a manager and has a functional responsibility to a senior member of the individual’s function, who is responsible for maintaining corporate standards and managing corporate policies for the individual’s function. There must, however, be a defined method of exercising functional responsibility and its limits, and, in such cases, it is expected that individuals will be held accountable to their managers for achieving results within their department. More than one boss will create panic, make hurdles in progress, and eventually result in failure in the task.
7. Control span
Depending on the type of work and the people who carry it out, there are limits to how many people one manager or leader can control. By delegating more, avoiding getting involved in too much detail, and focusing on teamwork, you can manage a far larger area than you imagine.
8. ‘One-over-one’ relationships
There can be confusion concerning who’s in charge and how the duties of the two people in the one-over-one relationship are divided if one manager controls another manager and the latter controls a team of people.
The decision-making authority should be delegated as close as possible to the scene of action.
It leads to unnecessary ‘pecking orders’, hampers communication, and limits flexibility when there are too many layers. If middle management levels are eliminated without the work, structural gaps can occur in roles, work processes, accountabilities, and critical information flows.