A new year is upon us and underway. Already I have seen a plethora of people making new resolutions, others promising a new year a new you if you do x, y, and z, and others saying how just because it is a new year it does not mean that it will be a new you.
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Organizational Structure Blog Series 4/4
As today's organizations become more complex and dynamic, so does the role of today's leaders in these organizations.
Well-organized, small teams lead the way.
Today, business leadership has the challenging task of building a sound internal structure to their organization while ensuring that the entire organization remains flexible enough to work with any an all incoming disruptions and innovations within their space. Achieving this mission is no easy task; business leaders must maintain a stable core within their organization, established lines of communication and responsibility while at the same time empowering their workforce to manage problems and find solutions at as local a level as possible.
Part 2 of 4 in our Organizational Structure Series
Last week, we discussed the move towards a "flatter" organization and the various problems associated with it, namely span of control, and how thinning out your managers does not allow them to provide the necessary support and guidance to their teams.
Many companies are making this move on their org charts nowadays because of the many problems facing a strict hierarchy for organizations. Traditionally, decision makers occupy the high levels with responsibility and communications drawn downwards from there.
This structure allows for a narrower span of control as well as a clear path of responsibility. Strict hierarchy, however, has many setbacks.
Part 1 of 4 in our Organizational Structure Series
Flattening organizations is all the rage in business. Trim out the unnecessary middle-men, reduce redundancies, clarify the lines and channels of communications; are all great goals to achieve. However, are the changes you make in your organization today sustainable for the future?