Significance of Organisational Workflow
Organizations are continually restructured to meet
the demands imposed by the environment. Restructuring can change the role of
individuals in formal and informal organizations. Many researchers believe that
the greatest use of behaviour lists lies in their ability to help the informal
organization adapt to changes and resolve the resulting conflicts.
Unfortunately, behaviour lists cannot be effective unless they have input into
the formal organization as well. Whatever organizational form is finally
selected, formal channels must be developed so that each individual has a clear
description of the authority, responsibility, and accountability necessary for
the work to proceed. In the discussion of organizational structures, the following
definitions will be used:
- Authority is the power granted to individuals (possibly by their position) so that they can make final decisions.
- Responsibility is the obligation incurred by individuals in their roles in the formal organization to effectively perform assignments.
- Accountability is being answerable for the satisfactory completion of a specific assignment. (Accountability, authority, responsibility.)
Authority and responsibility can be delegated to
lower levels in the organization, whereas accountability usually rests with the
individual. Yet many executives refuse to delegate and argue that an individual
can have total accountability just through responsibility. Even with these
definable divisions of authority, responsibility, and accountability,
establishing good relationships between project and functional managers can
take a great deal of time, especially during the conversion from a traditional
to a project organizational form. Trust is the key to success here. It is noted
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The normal progression in the growth of the trust is as
follows:
- Even though a problem exists, both the project and functional managers deny that any problem exists. When the problem finally surfaces, each manager blames the other.
- As trust develops, both managers readily admit responsibility for the problems.
- The project and functional managers meet face-to-face to work out the problem.
- The project and functional managers begin to formally and informally anticipate problems.
For each of the organizational structures described in the following sections, advantages and disadvantages are listed. Many of the disadvantages stem from possible conflicts arising from problems in authority, responsibility, and accountability. To know the advantages and disadvantages of organizational workflow visit here InstaDissertation.
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