Organizational_Design

What is organizational design, where did it from, and why does it exist' Organizational design focuses on the organizational processes of the organization (Jones, 2010). The organizational processes are the flow of information within the organization and the sources of this power. Organizational design focuses on how the system is interacting and adapting to dynamically changing internal and external environmental processes (Jones, 2010). Organizational design focuses on the subsystems of the organization such as operations, production, finance, marketing, etc (Jones, 2010). The organizational design will provide the organization with a tool for analyzing the organizational dynamics without providing a specific theory about how an organization should be managed. What positive and negative influences has organizational design had on organizations which you are familiar' Provide examples from your own or your organization’s experience to support your explanation. When leadership addresses issues relating to change, leaders need to address the issues regarding human capital during the change process. According to Kuhn (1996), “proponents of competing paradigms practice their trade in different worlds – the two groups see different things (i.e., the facts are differently viewed)” (p. 150). Collaboration should be part of the equation during the change process. Introducing training and restructuring issues during the collaboration process could help an organization to deal with the human capital aspect of change. Many philosophers present different philosophic ideas to change, but the similarities of each philosophical theory fits together and attempts to present an organization with a deeper concept of change issues to identify before implementing processes for change within an organization. Leaders should also remember consequences of an organization’s attempt for a shift in paradigm change. Consequences of an organization’s failed attempts at change can be addressed through epistemic exploration of an organization (Treisman, 2000). In order for an organization to sustain a shift in paradigm, the organization must be prepared to deal with the challenges of cause and effect on the human aspect of the organization. Identifying the human aspect of the organization, an organization can implement changes during the change process by trying to understand issues relating to human abilities with knowledge. This understanding will help the organization to identify issues for training and restructuring issues to achieve collaboration among all individuals within the organization. Jones, G. R. (2010). Organizational theory, design, and change (6th ed.). Upper Saddle River, NJ: Prentice Hall. Kuhn, T. (1996). The structure of scientific revolutions (3rd ed.). Chicago: University of Chicago Press. Treisman, D. (2000). Decentralization and the Quality of Government. University of California. Retrieved on January 28, 2011 from ESBSCOhost.