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BUS 210 Organizational Structures

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BUS 210 Organizational Structures

Updated Organizational Structure Chart

 [service group manager]; [product group director]; [shared resources group director];

[marketing manager]; [IT manager];

 manager;

 data analyst;

 graphic designer;

 developer;

 Project Manager;

 quality assurance specialist;

The new recommended structure of the organization seems to put less emphasis on hierarchy.

Instead, the focus is on collaboration to make it easy for everyone on your team to work with

their colleagues to get projects off the ground.

Explanation of Changes

The fundamental motivation behind this shift is to allow for decentralization. Before

these arrangements, each director concentrated only on their respective responsibilities. This

included senior managers and designers directly below them in the power hierarchy. However,

the newly proposed system allows directors to work together to coordinate the progress of

projects across the organization without necessarily focusing on a single function (Holck 2018).

Thus, managers collaborate with designers, project managers, developers, and data analysts.

The organization will benefit from these changes in several ways. On the one hand, the

organization's project coordination becomes flexible. For example, data analysts in the service

and product groups can now work together, opening the door to innovations that benefit both
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departments. All market specialists now work in a horizontal rather than a hierarchical structure

(Jackson & Otaki, 2022). This creates a more cohesive design and allows everyone to work

together without obstacles.

Impact on Organizational communication

Slow corporate communication is a significant issue that leads to team-based

organizational structures as the focus shifts to teams. Because there is no hierarchy,

communication from a manager does not necessarily reach everyone in the organization.

Communication between project managers may not be precise because there is no specific line of

communication between them. This can be dangerous, especially in sensitive projects where

managers and directors must monitor everything closely. Because everyone works from a

methodology, understanding the system can make it difficult to execute such a project rather than

being guided by an established organizational structure (Lyson et al., 2019). Everyone must be

aware of these flaws in team-based organizational structures and seek to rectify them before they

harm the organization's overall success.

Impact on Team Communication

On the one hand, even though it can negatively impact organizational communication,

team-based structures have many advantages. They must wait for their manager's approval

before sharing it with their colleagues. Unlike situations where they have to consult their boss

before taking further action, this method makes it much easier for them to progress faster.

However, some communication can become problematic if you have a large team. This is most

likely to occur after team members change from a hierarchical structure accustomed to effective

transmission from above (van Schaik et al., 2019).

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References

Holck, L. (2018). Unequal by structure: Exploring the structural embeddedness of organizational

diversity. Organization, 25(2), 242-259.

Jackson, L., & Otaki, F. (2022). Using Team-Based Learning to optimize undergraduate Family

Medicine clerkship training-mixed methods study.

https://www.researchsquare.com/article/rs-1715847/latest.pdf

Lyson, H. C., Ackerman, S., Lyles, C., Schillinger, D., Williams, P., Gourley, G., ... & Sarkar, U.

(2019, March). Redesigning primary care in the safety net: a qualitative analysis of team-

based care implementation. In Healthcare (Vol. 7, No. 1, pp. 22-29). Elsevier.

Van Schaik, S. M., Chang, A., Fogh, S., Haehn, M., Lyndon, A., O'Brien, B., ... & Baron, R. B.

(2019). A team-based approach is a jump-starting faculty development in quality

improvement and patient safety education. Academic Medicine, 94(11), 1728-1732.