Inadequate Organizational Structure: The Diagnosis and CureInadequate Organizational Structure: The Diagnosis and CureGrand Canyon University – MGT 605 (Week 8)Inadequate Organizational Structure: The Diagnosis and Cure        In order for any organization to be successful, it is vital for its operating system to be just as finely tuned as its original plan. The organizational structure of a company defines whether in the end it will be successful or not. Therefore, this aspect of a business is vital to its the longevity and if any part of the combination is incomplete, the business does not prosper. A couple of examples that indicate a failing organizational structure are lack of opportunities for general managers and and intensely antagonistic work climate (Hax & Majluf, 1981). Once we have diagnosed the issues with our system of operation, we need to remedy the situation.
The Diagnosis of Failure to Manage
(Table 1)
General Management Failure to Care for Business Operations: The Problem and the Solution
There are two parts to a management failure that are the root problem (see the following sections about our systems of organization in Table 4). The first is the failure to make important decisions. The second is the lack of planning in most cases. Once problems or management decisions are in place, any possible solutions can be made. To reduce failure, organizations must first assess the impact of their leadership actions. When organizations fail to assess, however, they often choose to “trouble with the organization”. This is because such problems simply don’t add up to effective management (Hex Maha Majluf, 1982-83). Organizations that fall short of meeting that goal, like the military or the small business segment, will quickly find the “gauge” that leads them to failure. However, the next mistake when a organization makes is when their leaders fail to act.
One way to address this problem is to start with an organizational meeting. Meetings are usually not the time it takes to understand the current situation. Instead, organizations make important decisions on a daily basis until they have learned all of their things about the organization (Hex Maha Majluf, 1983). This allows the organization to take time to look out for what is best based on past experience, and give its best plans. Organizations often make decisions after a long day’s work, including:
If they have time.
If they have an abundance of money (such as a good home or a house, but especially if they are able to take care of personal needs as needed).
If they have an active company.
If they have the ability to get involved in any other matter by attending a few other business conferences (like a conference for “company development”) every year.
If they lack an extensive financial or personnel knowledge in order to run more effective organizations (as opposed to employees);
Otherwise, they have to work hard and do all the things they need to be able to do.
Most organizations in these areas have to be successful with a few well held ideas that don’t break even in the past. So organizations are better equipped to meet their needs and learn from their experience. They are more prepared for problems and the future, which helps them to manage their problems better. This is especially true when they are struggling and have great experience as well as leadership, but those are always the exceptions.
The Solution to Failure to Work for Business Organizations
If organizations can’t take responsibility for their failures, they also typically will not have success with solutions. Organizations must make decisions based on the current situation. The problem usually becomes a problem in their organizational structure. Failure to deal with the situation is often the last straw. By keeping an organization on an even keel, such as going blind or running into trouble, an organization will only succeed if they move quickly to get the problems resolved quickly. As organizations strive for great progress, they develop and develop new systems. This will only work on the business plane, not as a whole human element.
At one time in American management, many management-company culture problems were solved by hiring “technical” people to handle the issues they were working on (Tobey Majlu
The Diagnosis of Failure to Manage
(Table 1)
General Management Failure to Care for Business Operations: The Problem and the Solution
There are two parts to a management failure that are the root problem (see the following sections about our systems of organization in Table 4). The first is the failure to make important decisions. The second is the lack of planning in most cases. Once problems or management decisions are in place, any possible solutions can be made. To reduce failure, organizations must first assess the impact of their leadership actions. When organizations fail to assess, however, they often choose to “trouble with the organization”. This is because such problems simply don’t add up to effective management (Hex Maha Majluf, 1982-83). Organizations that fall short of meeting that goal, like the military or the small business segment, will quickly find the “gauge” that leads them to failure. However, the next mistake when a organization makes is when their leaders fail to act.
One way to address this problem is to start with an organizational meeting. Meetings are usually not the time it takes to understand the current situation. Instead, organizations make important decisions on a daily basis until they have learned all of their things about the organization (Hex Maha Majluf, 1983). This allows the organization to take time to look out for what is best based on past experience, and give its best plans. Organizations often make decisions after a long day’s work, including:
If they have time.
If they have an abundance of money (such as a good home or a house, but especially if they are able to take care of personal needs as needed).
If they have an active company.
If they have the ability to get involved in any other matter by attending a few other business conferences (like a conference for “company development”) every year.
If they lack an extensive financial or personnel knowledge in order to run more effective organizations (as opposed to employees);
Otherwise, they have to work hard and do all the things they need to be able to do.
Most organizations in these areas have to be successful with a few well held ideas that don’t break even in the past. So organizations are better equipped to meet their needs and learn from their experience. They are more prepared for problems and the future, which helps them to manage their problems better. This is especially true when they are struggling and have great experience as well as leadership, but those are always the exceptions.
The Solution to Failure to Work for Business Organizations
If organizations can’t take responsibility for their failures, they also typically will not have success with solutions. Organizations must make decisions based on the current situation. The problem usually becomes a problem in their organizational structure. Failure to deal with the situation is often the last straw. By keeping an organization on an even keel, such as going blind or running into trouble, an organization will only succeed if they move quickly to get the problems resolved quickly. As organizations strive for great progress, they develop and develop new systems. This will only work on the business plane, not as a whole human element.
At one time in American management, many management-company culture problems were solved by hiring “technical” people to handle the issues they were working on (Tobey Majlu
It is essential, for the group, to emphasis the development of their general managers because the time spent expanding their job’s scope directly impacts the businesses vitality. It should be kept in mind that this is a symptom found primarily in a functional organization. An organization that is diagnosed with this ailment, need to avoid overloading their managers with too many tasks and should give their managers the opportunity to grow as an integral member of the business. By doing so, this empowers these workers to be committed to customer satisfaction and makes them feel like their efforts are of value to the company (Blanchard, 2010). If this obstacle is not curbed and given the necessary attention that it needs, it can be expected that general managers will become unmotivated and, potentially, be the cause of an environment with a lot of tension.         It can be inferred, now, that if an organization is suffering from a lack of general manager empowerment, it could also be the victim of being an intensely antagonistic environment for workers. This can be extremely detrimental for a business if its staff does not want to go to work because of the atmosphere that is being projected. In order to counteract this ruinous issue, it is important to set up a method for motivating and rewarding workers. Whether it’s establishing an employee of the month, casual dress day of the week, or a bonus based upon exceeding goals, any effort toward rewarding is significant incentive for the highest quality of work to be achieve. The antagonistic environment also is a warning that there may be an imbalance of “structure and processes” (Hax & Majluf, 1981).