Organization planning is the process of converting the analysis into the design. It
determines structure, relationships, roles, human resource requirements and the lines
along which changes should be implemented. There is no one best design. There is
always a choice between alternatives. Logical analysis will help in the evaluation of
the alternatives but Mary Parker Follet’s (1924) law of the situation will have to
prevail. The final choice will be contingent upon the present and future circumstances
of the organization. It will be strongly influenced by personal and human considerations
– the inclinations of top management, the strengths and weaknesses of management
generally, the availability of people to staff the new organization and the need
to take account of the feelings of those who will be exposed to change. Cold logic may
sometimes have to override these considerations. If it does, then it must be deliberate
and the consequences must be appreciated and allowed for when planning the implementation
of the new organization.
It may have to be accepted that a logical regrouping of activities cannot be introduced in the short term because no one with the experience is available to manage the new activities, or because capable individuals are so firmly entrenched in one area that to uproot them would cause serious damage to their morale and would reduce the overall effectiveness of the new organization.
The worst sin that organization designers can commit is that of imposing their own ideology on the organization. Their job is to be eclectic in their knowledge, sensitive in their analysis of the situation and deliberate in their approach to the evaluation of alternatives.
Having planned the organization and defined structures, relationships and roles, it is necessary to consider how the new organization should be implemented. It may be advisable to stage implementation over a number of phases, especially if new people have to be found and trained.
It may have to be accepted that a logical regrouping of activities cannot be introduced in the short term because no one with the experience is available to manage the new activities, or because capable individuals are so firmly entrenched in one area that to uproot them would cause serious damage to their morale and would reduce the overall effectiveness of the new organization.
The worst sin that organization designers can commit is that of imposing their own ideology on the organization. Their job is to be eclectic in their knowledge, sensitive in their analysis of the situation and deliberate in their approach to the evaluation of alternatives.
Having planned the organization and defined structures, relationships and roles, it is necessary to consider how the new organization should be implemented. It may be advisable to stage implementation over a number of phases, especially if new people have to be found and trained.
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