The paper 'Leadership Effectiveness and Workers Commitment' is a good example of a Management Annotated Bibliography. The rationale behind the growing need for effectiveness in the formulation and implementation of organizational design is in the fast growth in organizations today. The pace of this growth has even taken a higher notch with the effects of technology, globalization, and information technology, which has made the concept of organizational design, gets more and more complex. This is because the size of an organization will reflect the demands of the organization, in terms of work structures, division of work, and the work processes.
Organizational design is very important in the determination of organizational success. The paper outlines a number of elements of job design that are essential to an organization. Issues such as departmentalization, work specialization, chain of command, traditional versus contemporary job designs among others are addressed. Journal 1: Allen P. M 2001, A Complex Systems Approach, ‘ A journal on innovation management in job design’ , 5, p. 148-149. The journal outlines the essence of the application of proper organization design in modern organizations. It advances that organizational design is engaged often when the managers have to develop or perform some changes in the structure of the organization.
It is an important aspect of an organization that designates many of the structures and processes within a particular organization. It plays a factor in shaping the culture of the organization, so as to facilitate the organization to meet its goals and objectives (Allen, 2001, p. 148-149). The Journal further advances that to effect effective change management, it is important to put consideration to organizational design; for it supports the company’ s strategy for success.
Due to the fast growth in organizations, the concept of organizational design gets more and more complex. This is because the size of an organization will reflect the demands of the organization, in terms of work structures, division of work, and work processes. The bigger the organization, the more complex will be the organizational design. Organizational design is very important, in the determination of organizational success. One of the essential strategies of a company in the development of a strategy of a company, in order to achieve its goals, is through, the creation of a dynamic organizational design that will fit the company’ s purpose, culture, and processes.
It is essential to note that to achieve organizational effectiveness, it is important to match the form of the organization, to the purpose that the organization seeks to achieve. The company should ensure that the organizational design they set, will work for them and not against their set objectives. In order to create an effective organizational design, there’ s a need for selection of the right job design. Journal 2: Mabey, C & Storey, J 2001, Organization Structuring and Restructuring (2nd ed. ), A journal on the understanding business organization’ , 4(3), p.
90-96. The journal advances that an organization's design is a crucial aspect of the growth of an organization. It advances that the type of organizational design is much needed in the implementation of organizational change, which is inevitable in today’ s growing business. Most organizations would want to increase their target markets through, investing in newer target markets both locally and internationally. This always would call in for human resource managers to adjust the organizational design, that will fit the new demands that come with the increased workforce (Mabey & Storey 2001, p. 90-96).
The paper looks particularly at work specialization as an important tool of job design that increases effectiveness in the work processes of an organization. Work specialization involves the action of the organization to divide the tasks at work into different categories. It involves splitting of work to simpler portions that would increase the effectiveness in task performance. The author emphasizes the need for the job design to give serious considerations while dividing employees into their different areas of specialty.
The author suggests that there is a need to assign responsibilities to individuals, based on their trained skills, competence, and preference for the task. Employees are too said to be effective if given responsibilities that they feel they are competent in. The journal also outlines the need for harmony in different specialties of sections that would be created in developing work specialization. The main idea of this organizational design is that an entire job is not done by one individual, but instead needs specialized skills from various parts that make the organization.
The journal emphasizes that the entire philosophy of the organization, depends on the concept of specialization and division of work. This specialization is done through; orientation towards goals, the composition of individuals and groups, differentiated functions and specialized according to a continuous process.
Allen, P.M 2001, ‘A Complex Systems Approach’, A journal on innovation management in job design, 5, p.148-149
Ashkenas, K & Kerr, S 1995, The boundaryless organization, ‘Breaking the chains of organizational structure,’ 3 (2), p.67-79.
Alex, J 1997, Organizational Design. ‘A journal of organizational behavior’, 2 (4), p.19-26.
Dayo, A 2005, Job Design & Economics at Work, ‘International Business and Economics Journal, 7 (2), p.34-46
John, M 2000, Organisational Design during Financial Crisis, ‘A journal on strategic leadership, organisatioanl design during financial crisis’ 2 (3), p.38-47.
Kauffman, S 1996, At Home in the Universe, ‘A journal for the laws of self organization and complexity’, 3 (4), p.80-98.
Mabey, C & Storey, J 2001, Organization Structuring and Restructuring (2nd ed.),’A journal on understanding business organization’, 4 (3), p.90-96.
Okedara, J. T 1995, Analysis of Predictive Factors of Strike Action Among Industrial Workers, A journal of economic development, 2 (2), p.17-26.
Oribabor, P. E 2002, Leadership Effectiveness and Workers Commitment in Work Organization, ‘A journal of management’, 3 (2), p.19-29.
Stacey, R. D 1997, Dynamics in Management, ‘A journal on management and organizational design dynamics,’ 2 (3), p.49-61.
Talacchi, L. T 1996, Organizational Size and Labor Turnover, ‘A journal on industrial job design’ 10 (2), p.20-32.