PURVI SHETH CEO SHILPUTSI CONSULTANTS TYPES OF ORGANIZATION STRUCTURES

 Jay Galbraith developed his "Star Model" framework for analyzing organizations in the 1960s.  The Star Model is the foundation on which a company bases its design choices.  The framework consists of a series of design policies that are controllable by management and can influence employee behavior.  The policies are the tools with which management must become skilled in order to shape the decisions and behaviors of their organizations effectively.  Implications of the Star Model: 1.Organization design is more than just structure 2.Different strategies lead to different organizations 3.For an organization to be effective, all the policies must be aligned with one another THE STAR MODEL

 In the Star Model, design policies fall into five categories. 1.The first is strategy, which determines direction. 2. The second is structure, which determines the location of decision-making power. 3.Processes have to do with the flow of information; they are the means of responding to information technologies. 4.Rewards provide motivation and incentives for desired behavior. 5.And finally, the selection and development of the right people — in alignment with the other policies — allow the organization to operate at maximum efficiency. The Star Model shows the levers that managers can control, and as a result, can affect employee behavior. By choosing the desired behavior, managers can influence the organization's performance as well as its culture. THE STAR MODEL

TYPES OF STRUCTURES  Function – functional structures group employees together based upon the functions of specific jobs within the organization

CUSTOMER – STRUCTURE GROUPS EMPLOYEES BY MARKET SEGMENTS.

GEOGRAPHIC – STRUCTURES GROUPS ACCORDING TO REGION OR COUNTRY

MATRIX – THESE STRUCTURE GROUPS EMPLOYEES BY BOTH FUNCTION AND PRODUCT.

PRODUCT – MULTIPLE FUNCTIONAL ORGANISATIONS, EACH WITH THEIR OWN PRODUCT LINE

ORGANISATION PROCESSES  JOB DECRIPTIONS  COMPENSATION STRUCTURE  SELECTION  PERFORMANCE MANAGEMENT – FEEDBACK MECHANISMS  TALENT & CAREER DEVELOPMENT  RETENTION

 KEEP IT SIMPLE  TITLE  REQD QUALIFICATIONS – EDUCATION / EXPERIENCE  CLEAR DELIVERABLES & EXPECTATIONS  REPORTING – CURRENT / POTENTIAL  CAVEATS IF ANY JOB DESCRIPTIONS

TYPICAL JD

COMPENSATION STRUCTURE

 MAKE BUDGETS  MAP MARKET  PLAN FOR PERFORMANCE PAY  ADRESS PAIN POINTS  KEEP METHODICAL GAPS IN STRUCTURE COMPENSATION

RECRUITMENT & SELECTION

 TYPES – STRATEGIC / SITUATIONAL /ANTICIPATORY /DISTRESS  SOURCES – CONSULTANTS, ADVT, WORD OF MOUTH, CREATIVE SOLUTIONS  SELCTING RESUMES – EXPERIENCE /PRESENTATION / JOB CHANGES  INTERVIEWING – INTERVIEWING STYLES, PANELS, MENTOR VALIDATION  REFERENCE CHECKS  MAKING AN OFFER – NEGOTIATING, JOINING DATES, KEEP THEM WARM  INDUCTION – CULTURE ACCLAMATISATION RECRUITING & SELECTING

PERFORMANCE MANAGEMENT & CAREER DEVELOPMENT

 FEEDBACK MECHANISMS – FORMAL, INFORMAL  MEASURABLE RESULTS – BY NUMBERS, BY IMPACT  INTANGIBLE KRAS – ADMN, SECURITY, HELPING OTHERS, GOING THE EXTRA MILE  COACHING & MENTORING –FORMAL & INFORMAL  TRAINING – GROUPS, INHOUSE, EXTERNAL, EDUCATION PERFORMANCE MGMT & CAREER DEVT

 INCENTIVES – FINANCIAL & NON FINANCIAL  HIGHER RESPONSIBILITIES – TAKE A RISK, TRIED & TESTED  HORIZONTAL GROWTH – SPAN OF CONTROL  INVESTING IN EMPLOYEES RETENTION & GROWTH

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