Johnny Ch Lok

Management and Marketing Planning and Organizational Behavioral Relationship Johnny Ch Lok

Based on the organizational design model chosen, continue to build an organizational chart that describes, in general, the overall structure. The organizational chart reflects reporting relationships, broad job responsibilities, and the job skills/knowledge/experience required. You now have an overall picture of the organization and staffing decisions made at the senior level. Incorporate updated information from core process improvement teams into the organizational design. Continue communicating to a broader group by testing out the model and proposed process changes in staff meetings or dedicated organizational design meetings. Implement and Evaluate-Job design and talent choices are the most critical part of this stage. How have the jobs in the new organization changed? To what degree have they changed? Are there incumbents who would see the jobs in the new organization as "the same" as the old ones? Critical to effective selection is an accurate assessment of the degree to which positions have changed. More often than not, the current practice for selection is to have employees interview for the new or changed jobs for all positions below senior management. Although this minimizes employee relations issues, this approach may not be the most effective process. Our experience suggests that "placing" people in the new or changed positions has a great deal of merit; to do so usually requires due diligence in assessing employees' experience, skill, knowledge, and potential. As this America's oldest direct-mail catalogue marketing company staffing the organization, the elements to be addressed in a change implementation plan become more apparent. Your plan needs to include an impact analysis-that is, how have your proposed changes impacted the current organization? (Remember, most people will have concerns about the pending changes even if the drivers of the change see the changes as positive.) How have the people been impacted? How will they see the changes? If you have been as inclusive as the authors think you need to be, you will already know the answer to these questions. In the change plan include: staffing and selection requirements, new skills needed, recruiting needs, technology requirements, outplacement needs, training and development needs, a phased implementation strategy, ongoing communication avenues, facilities requirements, resource requirements, and evaluation process. Reason of this America's oldest direct-mail catalogue marketing companyneeds have effective organizatinal design after organizational plan implementation: Thus, this America's oldest direct-mail catalogue marketing company Organizational design is very important, when done well, has a flow. It begins with a general view and gradually tests that view by creating more and more specific descriptions of what will go on in the new organization. Because design changes impact so many people and can make them feel powerless, we encourage you to take great care in managing the design flow. The process must value the contribution of all those impacted. We also caution you that the process is not linear or mechanical. It cannot be forced. It is more like a puzzle. If you know and have all the pieces, careful consideration of each one will help you create a picture that is rewarding to all involved. Implementation of change entails the criteria, within which an organization utilizes, develops and amalgamates control systems, structures, and organizational culture. The primary aim of change is to increase the organizations competitive advantage, and improve the overall output, including employee and organizational performance.