BUS FPX 4013 Assessment 4

Introduction

An organization’s structure significantly influences its performance.

This paper analyzes four organizational design forms, comparing their features and assessing their potential contribution to the development of high-performance organizations.

Organization Designs

Specialist departments, like marketing and human resources, characterize the functional organization.

Government departments and autonomous agencies are typical examples of this type of structure.

In matrix organizational design, two different reporting structures blend together divisional and functional responsibilities. In 1970, Phillips introduced this design, requiring managers to report to both product division and geographical managers.

The BUS FPX 4013 Assessment 4 focuses on Organizational Designs. 

Network structure unites many businesses so they can provide services or goods.  For instance, a general contractor might outsource specialized activities such as flooring and painting and use construction employees.

The far-flung staff of the virtual organization work and communicate electronically while working from home. 

Symplr, an operations healthcare business, illustrates this structure by delivering remote healthcare.

Organization Design Comparisons and Their Challenges

Functional and matrix organizations share hierarchical leadership, but the matrix organization is more complex with dual reporting relationships.

To minimize hierarchy, network organizations depend on allies who are external to the organization.

Virtual organizations can have hierarchy, but communication at a distance is challenging.

Large firms often utilize mixed approaches that take advantage of numerous design forms.

Small firms could be served by functional or virtual designs because they are simpler to monitor and entail lower overhead costs.

Organizational Design Choice and High Performance

In dynamic settings like the COVID-19 pandemic, a successful virtual organizational design can achieve high performance and provide high-quality choices. Organizational transformation to virtual form maximizes expense, reduces health hazards, and increases the talent pool.

Even though restructuring expenses are high in the beginning, prospective savings through the reduction of overheads can improve organizational performance by improving efficiency.