Solution
- Historical and theoretical perspectives of organization design, and explanation and comparison of organization design models
Historical and Theoretical Perspectives
According to CIPD (2019), organization design is a critical segment of what makes an organization successful, the HR’s capacity of influencing the activities and shaping the outcomes. This is a critical role of being an effective practitioner. According to Magalhães and Proper (2017), organization design has been in existence since the 19th century industrial revolution. The history of the organization design can be linked with the organization theory and an increased efficiency (see figure 2).
Figure 2: Brief History of Organisation Design
Further, in regard to the theoretical perspective that characterize the use of organization design is the Weber Bureaucratic model (Ang, 2017) which include a hierarchical structuring of an entity. This is further developed by Foss and Weber (2016) to the M-form, u-form and matrix form describing on the distinct practices where an entity is structured appropriately in their functions and managed centrally. Further, the mechanistic and organic form is a representative of the primary approaches where an entity id designed effectively.
Explanation and Comparison of Organisation Design Models
According to Center of organization design (2020), the organization design models are informed by the view that the process is a stepwise methodology identifying the dysfunctional aspects of work-flow, procedures, structures and systems.
McKinsey 7-S Model
As noted in Strategic Management Insight (2013), this is a model that is used in analyzing an organization design through a focus on 7 critical elements. As shown in figure 3, through a focus on the factors of the model, an evaluation of how they are aligned effectively and facilitate an entity in achieving their objectives.
Figure 3: McKinsey Model of Organisation Design
Galbraith’s Star Model
This is adopted to analyses different organisations as an anchor of organisations design choices. As opposed to the McKinsey model, this model is used to demonstrate the level in which the design policies are handled by the management and a positive influence of an entity employee behavior. According to Abidin et al. (2016), this model is used to demonstrate a process in which different skills and capabilities are developed in an organization design ultimately influencing the behaviours of employees. The components of the model are as shown in figure 4;
Figure 4: Galbraith’s Start Model
Source: Abidin et al. (2016)
2.1 Analysis of Structure and Management of the Organisation
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