Organizational Structure Running head: ORGANIZATIONAL STRUCTURE

Organizational Structure

Grand Canyon University MGT-605 Leadership and Organization

Organizational Structure Organizational Structure According to Hax (Hax & Majluf, 1981, p. 444), the two primary roles of the

organizational structure are to support the implementation of strategic programs, and to allow the day to day activities to happen. Additionally, he mentions various symptoms that an organization can present which are signs that the structure needs to be reconfigured to meet challenges brought about by changes in the business landscape. The two indicators I will address are the lack of opportunity for development, and the poor profit performance and low return expectations. Lack of Opportunity for Development Lack of opportunity for development is a serious problem in an organization. According to a survey of senior executives done by Robert Half International (Cywinski, 2009), one in three employees leave their job if they do not see opportunities for promotions. This is a common problem that even Microsofts Office web site offers a Word template for a resignation letter due to lack of promotion (Microsoft, 2003). Besides losing top performers in an organization, the unavailability of opportunities at work result in low morale, employee disengagement, deficiency of employee commitment, stress, productivity reduction and, eventually, resignation. We have experienced and recognized that some leaders forget to focus on job satisfaction and high employee morale because they only look at results, and they also lack a higher purpose to lead at higher level. According to Situational Team Leadership, recognition and appreciation build and reinforce productivity and morale through focusing on the progress and accomplishment of major goals (Blanchard, 2010, p. 171).

Organizational Structure

We are currently experiencing tough economic times, and a promotion may not be viable. This should not halt the involvement and growth of all employees. Michael Gooley, branch manager for Robert Half International, states that, "If the current business environment is hindering the ability to offer a promotion, managers may consider rewarding high-potential employees with professional development opportunities and projects to help expand their skill sets" (Cywinski, 2009). Poor Profit Performance and low Return Expectations It is important for an organization to retain its top performers to stay competitive. A companys poor performance and low return expectations are tied to workforce happiness with the job. Employees are the biggest assets an organization can have to operate at higher levels and positively influence the triple bottom line by becoming a provider of choice, employer of choice and the investment of choice (Blanchard, 2010, p. 4). As we learned in Situational Leadership II, partnering for performance is a necessary skill needed to lead an organization at a higher level. Through this partnership, the quality and quantity of the communication increases between the leader and the employees (Blanchard, 2010, p. 88). All in all, it is the leaders responsibility to provide an adequate work environment, enroll each member into the organizations vision, provide the direction and, then, turn into a servant leader to support each and every one within the group in accomplishing their own goals. By positively impacting peoples lives, a leader can make everyone focus on the direction set by the vision which will make the organization operate at higher levels.

Organizational Structure References

Blanchard, K. (2010). Is Your Organization High Performing?. In Leading at a Higher Level (pp. 5-16). Upper Saddle River, New Jersey: FT Press. Blanchard, K. (2010). Situational Leadership II: The Integrating Concept. In Leading at a Higher Level (pp. 75-90). Upper Saddle River, New Jersey: FT Press. Blanchard, K. (2010). Situational Team Leadership. In Leading at a Higher Level (pp. 165-189). Upper Saddle River, New Jersey: FT Press. Cywinski, M. (2009). Lack of Advancement Opportunities Leads Employees to Find Alternatives. Canada One. Retrieved from http://www.canadaone.com/ezine/briefs.html?StoryID=09Jan22_1 Hax, A. C., & Majluf, N. S.. (1981). Organizational Design: A Survey and an Approach. Operations Research, 29(3), 417. Retrieved August 17, 2011, from ABI/INFORM Global. (Document ID: 7109951). Microsoft (2003). Resignation due to Lack of Promotion. Retrieved from http://office.microsoft.com/en-us/templates/resignation-due-to-lack-of-promotionTC006369581.aspx