CHAPTER 9:

ORGANIZATIONAL DESIGN
This chapter opens with the definition of organizational design and
organizational structure

PRESENTATION
 OVERVIEW OF ORGANIZATIONAL DESIGN

Organizational Design is defined as the interaction of decisions and behaviors that result in an organizational structure.

In 1972, British sociologist John Child developed the strategic choice model which has evolved an organizarional structure that is determined by the coalition of top
management who comprises the main strategies of the company (Child, cited by Quick and Nelson, 1997).

Figure 14: CHILD’S STRATEGIC CHOICE MODEL AND ORGANIZATIONAL STRUCTURE

PRESENTATION
 BASES OF DEPARTMENTALIZATION

Customer Departmentalization Territorial Departmentalization

01 Divisions are based on customer groups or clients.
03 Divisions are based are made by geographical area.

02 Product
Departmentalization
Divisions are based on product lines. 04
Functional Departmentalization

Divisions are based on functions.

According to this study, an imbalance between differentatation and integration can hinder organizational effectiveness.

PRESENTATION
 ORGANIZATIONAL DESIGN MODEL

Mechanistic Model Organic Model

This theory was developed by Fayol Weber, and Follet. It It has flexibility. It does not emphasize on status differences,
emphasizes on highly specialized jobs with centralized decision- specializations, and job descriptions.
making and standardized policies and procedures.
 Organizational Structure of Laguna Lake Development Authority and their reporting relationships and Division and Department Descriptions.

Board of Directors Pollution Control Division

Office of the Corporate Secretary Environmental Quality and Management Division

Office of General Manager Integrated Water Resource Management Division Management and
Planning Support
Office of the Assistant General Manager
Development Support
Corporate Management and Services Staff
Review/Support of projects
International and Local Cooperation Division
Integrated Research
Special Concerns Division
Marketing and promotional Activities
Public Information Unit
Lake Management Division
Engineering and Construction Division
Planning and Project Development Monitoring and Enforcement Section

Community Develop Division Microbiology Section

Finance Division Data managment and Research Section

Administrative Division Project Development and Evaluation Section

Legal Division Research and Evaluation Section

Research and Development Division Management Information System Section

Permitting Section Investment and Budget Section

Chemistry Section Accounting Section

Environmental Impact and Assessment Policy Section Personal Section

Biology Section General Service Section

 WHEN PEOPLE ARE READY TO ACT
Rick Maurer

The Journal for Quality and Participation: Cincinnati: Fall 2002 Part 1: Moving From Why to How

A major problem for people who try to lead change and that includes people who are trying to keep quality and service alive in their organizations is acting before
people are ready. Moving too quickly creates resistance, and moving too slowly allows ideas to die on the vine.

People ask two fundamental questions when confronted with the thought of changing: Why do we need to change? And how can we make the change work?
Often we forget to address the why question, and we move directly to the how question.

Why comes in two flavors: rational and emotional. The rational includes the facts, data, numbers, trends, and so forth. Town hall meetings, newsletters, videos,
question and answer sessions, and e-mails can be an effective way to address what this writer calls level one issues. On the other hand, although presenting the
rational information is important, it is not enough.

If you are promoting an idea that others might see as damaging to their interests, you need to convey the urgency of changing. Daryl Conner, author of Managing
at the Speed of Change, suggests that in order for change in organizations to be successful people need to feel a "burning platform under their feet." Linking the
risk of a heart attack to my behavioral pattern created that burning platform for me.
Here are some tips that can help:
❖ - Don't limit yourself to presentations.
❖ - Engage people in conversation. We learn by engaging in dialogue. One-way communication only works for a short time. If your idea is at all threatening, people
will be distracted by their own thoughts while you are talking. Conversation gives both people a chance to explore how they both see the situation.
❖ - Till the soil. Get people ready for change well before one is needed. Let people know about the issues that concern your organization. As a matter of routine,
give people access to trends, financials, quality measurements, customer service ratings, and information about what competitors are doing.

Chapter Terminologies

• Delegation of Authority refers to the distribution of power among individuals.

•Division of Labor refers to the extent by which jobs are specialized.
•Management by objectives is defined as an organizational development strategy whereby the superior and the subordinate of an organization jointly identify their
common goals, definean individual's area of responsibility according to the results expected of him, and use these as guide for operations and forassessing the
contributions of its members.
•Mechanistic Organizational Design Model emphasizes highly specialized jobs with centralized decision making and standardized policies and procedures.
•Organic Organizational Design Model emphasizes flexibility with no status differences, specializations, and job descriptions.
•Organizational Design is defined as the interaction of decisions and behaviors that result in an organizational structure.
•Organizational Structure is the division of activities and responsibilities and distribution of duthority among individuals.
Thank you For watching!

PRESENTATION