Question

Answer the following questions:

Many factors are involved in building and maintaining an effective organization. An effective organization needs a supportive environment, good leadership, discipline, effective communication, challenge and empowerment. Some of the key fundamentals of building and maintaining effective organization are; maintaining the right size, developing the right mix of skills, committing to a common purpose and performance goals, committing to a common approach and developing mutual accountability. You are task with identifying a business/organization who has thrived over the years even in this hard economic times.  

The paper should have the following:

What characteristics of the team are most important to the organization?

What methods have they used to build an effective organization?

What are the reward systems in place if any to motivate their employees?

What is the financial health of the organization?

What is the work environment like in the organization?

How large is the work staff?

What is the diversity make-up of the organization?

What is the organizational structure like?

What makes this organization special or unique?

Answer 1

1. What characteristics of the team are most important to the organization?

Answer:

Organizations are systems created to achieve common goals through people-to-people and people-to-work relationships. Organizing is the process of defining and grouping activities, and establishing authority relationships among them to attain organizational objectives.Organizational structure is a way of grouping and organizing your business to make sure every employee performs at an acceptable standard. If you take inventory of all the functions your company must perform, you can then group these into the specific roles in a business organization.

An entrepreneur organizes various factors of production like land, labour, capital, machinery, etc. for channelizing them into productive activities. The product finally reaches consumers through various agencies. Business activities are divided into various functions, these functions are assigned to different individuals.Various individual efforts must lead to the achievement of common business goals. Organization is the structural framework of duties and responsibilities required of personnel in performing various functions with a view to achieve business goals through organization. Management tries to combine various business activities to accomplish predetermined goals.Present business system is very complex. The unit must be run efficiently to stay in the competitive world of business. Various jobs are to be performed by persons most suitable for them. First of all various activities should be grouped into different functions. The authority and responsibility is fixed at various levels. All efforts should be made to co-ordinate different activities for running the units efficiently so that cost of production may be reduced and profitability of the unit may be increased.

The following are the most essential characteristics of the team are as follows.,

1. Division of Work:

Organisation deals with the whole task of business. The total work of the enterprise is divided into activities and functions. Various activities are assigned to different persons for their efficient accomplishment. This brings in division of labour. It is not that one person cannot carry out many functions but specialisation in different activities is necessary to improve one’s efficiency. Organisation helps in dividing the work into related activities so that they are assigned to different individuals.

2. Co-Ordination:

Co-ordination of various activities is as essential as their division. It helps in integrating and harmonising various activities. Co-ordination also avoids duplications and delays. In fact, various functions in an organisation depend upon one another and the performance of one influences the other. Unless all of them are properly co­ordinated, the performance of all segments is adversely affected.

3. Common Objectives:

All organisational structure is a means towards the achievement of enterprise goals. The goals of various segments lead to the achievement of major business goals. The organisational structure should build around common and clear cut objectives. This will help in their proper accomplishment.

4. Co-operative Relationship:

An organisation creates co-operative relationship among various members of the group. An organisation cannot be constituted by one person. It requires at least two or more persons. Organisation is a system which helps in creating meaningful relationship among persons. The relationship should be both vertical and horizontal among members of various departments. The structure should be designed that it motivates people to perform their part of work together.

5. Well-Defined Authority-Responsibility Relationships:

An organisation consists of various positions arranged in a hierarchy with well defined authority and responsibility. There is always a central authority from which a chain of authority relationship stretches throughout the organisation. The hierarchy of positions defines the lines of communication and pattern of relationships.

2. What methods have they used to build an effective organization?

Answer:

When the Leadership System functions effectively, performance improves. The Leadership System is the central organizing system that must deliver on all functions owned by the Top Team or C-suite. These functions include and require that leadership: become cohesive, define the future (vision), set direction, create and execute strategy, ensure alignment, communicate clarity, engage stakeholders, develop talent, manage performance, build accountability, ensure succession, allocate resources, craft the culture, and deliver results.

We use our proven Whole Systems Approach to advance the Six Systems of organizational effectiveness. This approach to developing the organization, with leadership at the core, balances the development of competence and capability with consciousness and character, and transforms any enterprise into a profitable and purposeful organization. Every essential system is integrated and aligned, and every stakeholder is involved.

The Six Systems are broader in scope than functional departments and must be understood independently and interdependently as part of an integrated whole. These Six Systems set up the conditions and components necessary to create a healthy, high-performing organization.

1. Leadership.

To achieve high performance or sustain results, leaders must define and refine key processes and execute them with daily discipline. They must translate vision and values into strategy and objectives, processes and practices, actions and accountabilities, execution and performance. Leaders address three questions: 1) Vision/Value. What unique value do we bring to our customers to gain competitive advantage? What do we do, for whom? Why? 2) Strategy/Approach. In what distinctive manner do we fulfill the unique needs of our customers and stakeholders? What strategy supports the vision for achieving competitive advantage? 3) Structure/Alignment. What is the designed alignment of structure and strategy, technology and people, practices and processes, leadership and culture, measurement and control? Are these elements designed and aligned to create optimal conditions for achieving the vision?

2. Communication.

Everything happens in or because of a conversation, and every exchange is a potential moment of truth—a point of failure or critical link in the success chain. Strategic communication ensures that the impact ofyour message is consistent with your intentions, and results in understanding. What you say, the way you say it, where, when, and under what circumstances it is said shape the performance culture. When leaders maximize their contribution to daily conversations, they engage and align people around a common cause, reduce uncertainty, keep people focused, equip people for moments of truth that create an on-the-table culture, prevent excuses, learn from experience, treat mistakes as intellectual capital, and leverage the power of leadership decisions to shape beliefs and behaviors.

3. Accountability.

Leaders translate vision and strategic direction into goals and objectives, actions and accountabilities. Performance accountability systems clarify what is expected of people and align consequences or rewards with actual performance. Leaders need to build discipline into their leadership process and management cycle to achieve accountability, predictability, learning, renewal, and sustainability.

4. Delivery.

The best organizations develop simple processes that are internally efficient, locally responsive, and globally adaptable. Complexity is removed from the customer experience to enable them to engage you in ways that are both elegant and satisfying. Establishing and optimizing operational performance is an ongoing journey. Operations need to be focused on the priority work, using the most effective techniques—aligning initiatives and operations with strategy; continuously improving operations; pursuing performance breakthroughs in key areas; using advanced change techniques in support of major initiatives; establishing a pattern of executive sponsorship for all initiatives; and building future capability and capacity.

5. Performance

The Human Performance System is designed to attract, develop, and retain the most talented people. The idea is to hire the best people and help them develop their skills, talents, and knowledge over time. Of course, it becomes more critical, as they add abilities and know-how, that we reward them properly so they feel good about their work and choose to remain with the organization as loyal employees.

6. Measurement

A system of metrics, reviews, and course corrections keeps the business on track. Organizations need concrete measures that facilitate quality control, consistent behaviors, and predictable productivity and results. Within these parameters, control is instrumental to viability and profitability. Every activity has a set of daily rituals and measures. Leaders establish and maintain the measurement system to ensure disciplined processes. They track progress against strategy and planning; review status on operational results through clear key metrics; update the strategy regularly; and ensure action is driven by insight based on relevant, current information that is focused on achieving the vision.

This Six Systems frame helps people see how everything is integrated. Again, until the Leadership System operates effectively, all other systems are degraded. We work with leaders to ensure their Leadership System is highly effective, and we have dozens of cases that demonstrate the power of using a Whole Systems Approach.

3. What are the reward systems in place if any to motivate their employees?

Answer:

Reward systems that include a combination of cash and non-monetary rewards as well as social awards (e.g. recognition and praise) have the greatest impact on employee performance. Pay cash bonuses in a lump sum to maximize their effect as money only motivates when it is a significant amount.An overview of motivation and reward systems is given in the international context. ... A reward system consists of the policies and mechanisms by which organizations administer employee rewards, for example, by annual pay increases.Monetary incentives reward workers for performance and productivity through money. These incentives include employee stock options, profit sharing plans, paid time off, bonuses and cash awards.

In a competitive business climate, more business owners are looking at improvements in quality while reducing costs. Meanwhile, a strong economy has resulted in a tight job market. So while small businesses need to get more from their employees, their employees are looking for more out of them. Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviors to benefit a small business.Although these terms are often used interchangeably, reward and recognition systems should be considered separately. Employee reward systems refer to programs set up by a company to reward performance and motivate employees on individual and/or group levels. They are normally considered separate from salary but may be monetary in nature or otherwise have a cost to the company. While previously considered the domain of large companies, small businesses have also begun employing them as a tool to lure top employees in a competitive job market as well as to increase employee performance.As noted, although employee recognition programs are often combined with reward programs they retain a different purpose altogether. They are intended to provide a psychological—rewards a financial—benefit. Although many elements of designing and maintaining reward and recognition systems are the same, it is useful to keep this difference in mind, especially for small business owners interested in motivating staffs while keeping costs low.

In designing a reward program, a small business owner needs to separate the salary or merit pay system from the reward system. Financial rewards, especially those given on a regular basis such as bonuses, profit sharing, etc., should be tied to an employee's or a group's accomplishments and should be considered "pay at risk" in order to distance them from salary. By doing so, a manager can avoid a sense of entitlement on the part of the employee and ensure that the reward emphasizes excellence or achievement rather than basic competency.Merit pay increases, then, are not part of an employee reward system. Normally, they are an increase for inflation with additional percentages separating employees by competency. They are not particularly motivating since the distinction that is usually made between a good employee and an average one is relatively small. In addition, they increase the fixed costs of a company as opposed to variable pay increases, such as bonuses, which have to be "re-earned" each year. Finally, in many small businesses teamwork is a crucial element of a successful employee's job. Merit increases generally review an individual's job performance, without adequately taking into account the performance within the context of the group or business.

Properly measuring performance ensures the program pays off in terms of business goals. Since rewards have a real cost in terms of time or money, small business owners need to confirm that performance has actually improved before rewarding it. Often this requires measuring something other than financial returns: reduced defects, happier customers, more rapid deliveries, etc.

There are a number of different types of reward programs aimed at both individual and team performance.

• Variable Pay

Variable pay or pay-for-performance is a compensation program in which a portion of a person's pay is considered "at risk." Variable pay can be tied to the performance of the company, the results of a business unit, an individual's accomplishments, or any combination of these. It can take many forms, including bonus programs, stock options, and one-time awards for significant accomplishments. Some companies choose to pay their employees less than competitors but attempt to motivate and reward employees using a variable pay program instead. Good incentive pay packages provide an optimal challenge, one that stretches employees but remains in reach. If too much is required to reach the goal, the program will be ignored.

• Bonuses

Bonus programs have been used in American business for some time. They usually reward individual accomplishment and are frequently used in sales organizations to encourage salespersons to generate additional business or higher profits. They can also be used, however, to recognize group accomplishments. Indeed, increasing numbers of businesses have switched from individual bonus programs to one which reward contributions to corporate performance at group, departmental, or company-wide levels.

According to some experts, small businesses interested in long-term benefits should probably consider another type of reward. Bonuses are generally short-term motivators. By rewarding an employee's performance for the previous year, they encourage a short-term perspective rather than future-oriented accomplishments. In addition, these programs need to be carefully structured to ensure they are rewarding accomplishments above and beyond an individual or group's basic functions. Otherwise, they run the risk of being perceived of as entitlements or regular merit pay, rather than a reward for outstanding work. Proponents, however, contend that bonuses are a perfectly legitimate means of rewarding outstanding performance, and they argue that such compensation can actually be a powerful tool to encourage future top-level efforts.

• Profit Sharing

Profit sharing refers to the strategy of creating a pool of monies to be disbursed to employees by taking a stated percentage of a company's profits. The amount given to an employee is usually equal to a percentage of the employee's salary and is disbursed after a business closes its books for the year. The benefits can be provided either in actual cash or via contributions to employee's 401(k) plans. A benefit for a company offering this type of reward is that it can keep fixed costs low.

As more small businesses use team structures to reach their goals, many entrepreneurs look for ways to reward cooperation between departments and individuals. Bonuses, profit sharing, and stock options can all be used to reward team and group accomplishments. An entrepreneur can choose to reward individual or group contributions or a combination of the two. Group-based reward systems are based on a measurement of team performance, with individual rewards received on the basis of this performance. While these systems encourage individual efforts toward common business goals, they also tend to reward under-performing employees along with average and above-average employees. A reward program which recognizes individual achievements in addition to team performance can provide extra incentive for employees.

4. What is the financial health of the organization?

Answer:

The state and stability of an individual's personal finances and financial affairs are called their financial health. Typical signs of strong financial health include a steady flow of income, rare changes in expenses, strong returns on investments, and a cash balance that is growing.

With that in mind, let's review seven signs that your company is in good financial health.

1. Your Revenue Is Growing. ...
2. Your Expenses Are Staying Flat. ...
3. Your Cash Balance Demonstrates Positive Long-Term Growth. ...
4. Your Debt Ratios Should Be Low. ...
5. Your Profitability Ratio Is on the Healthy Side. ...
6. Your Activity Ratios Are In-Line.

The profitability of a company influences its value and the amount of income it generates for its owners. Two financial indicators that measure the profitability of a company are the net profit and the return on assets. The percentage of net profit is the amount of net profit divided by the amount of sales times 100.

The Six Best Ways to Measure Your Financial Health

1. Net worth. Your net worth is the value of all your assets minus all your liabilities.
2. Savings rate. The portion of your income that you save every month is your savings rate.
3. Debt-to-income ratio.
4. Credit score.
5. Retirement fund.
6. Income.
7. Putting it all together.

Top Ten Ways to Improve Your Company Financial Position

1. Lower Your Expenses.
2. Recover Outstanding Payments.
3. Sell Unused or Unwanted Assets.
4. Consolidate Debt.
5. Lower Your Prices.
6. Raise Your Prices.
7. Give Customers Multiple Payment Options.
8. Raise Money With Grants or Crowdfunding.

KEY TAKEAWAYS

• The state and stability of an individual's personal finances and financial affairs are called their financial health.
• Typical signs of strong financial health include a steady flow of income, rare changes in expenses, strong returns on investments, and a cash balance that is growing.
• To improve your financial health, you need to assess your current net worth, create a budget you can stick to, build an emergency fund, and pay down your debts.

Financial experts have devised rough guidelines for each indicator of financial health, but each person's situation is different. For this reason, it is worthwhile to spend time developing your own financial plan to ensure that you are on track to reach your goals and that you’re not putting yourself at undue financial risk if the unexpected occurs.An individual’s financial health can be measured in a number of ways. A person’s savings and overall net worth represent the monetary resources at their disposal for current or future use. These can be affected by debt, such as credit cards, mortgages, and auto and student loans. Financial health is not a static figure. It changes based on an individual’s liquidity and assets, as well as the fluctuation of the price of goods and services.

For example, an individual’s salary might remain constant while the costs for gasoline, food, mortgages, and college tuition increase. Despite the good state of their initial financial health, the person may lose ground and lapse into decline if they do not keep pace with rising costs of goods.

Typical signs of strong financial health include a steady flow of income, rare changes in expenses, strong returns on investments that have been made, and a cash balance that is growing and is on track to continue to grow.

To improve your financial health you must first take a hard, realistic look at where you’re currently at. Calculate your net worth and figure out where you stand. This includes taking everything you own, such as retirement accounts, vehicles, and other assets and subtracting any and all debts.

5. What is the work environment like in the organization?

Answer:

Aside from the job scope itself, one factor that significantly influences how employees feel about work is the environment. ... A positive work environment makes employees feel good about coming to work, and this provides the motivation to sustain them throughout the day.Aside from the job scope itself, one factor that significantly influences how employees feel about work is the environment. By work environment, I mean everything that forms part of employees’ involvement with the work itself, such as the relationship with co-workers and supervisors, organizational culture, room for personal development, etc.A positive work environment makes employees feel good about coming to work, and this provides the motivation to sustain them throughout the day.In essence, a transparent and open form of communication addresses the employee’s need to feel that what they have to say has value. It is what makes employees feel that they belong in the organization. Work then becomes meaningful because the employees know that what they contribute affects the organization that they are affiliated with.

It is thus essential for staff to discuss the organization’s philosophy, mission and values, from time to time during retreats, meetings, etc to ensure that everyone knows what they’re working for other than their paychecks. Having open discussions get people involved and allow them to share their views and perspectives on how to achieve company goals. After which, the management side will give their own perspectives on how to fulfill the organization’s mission.There has to be some sort of balance between work and personal life. In general, having that sense of balance will improve job satisfaction among employees because they will feel that they’re not overlooking the other areas of their lives that are, if not more, important to them than work.When employees fulfill their various needs and goals in life, such as those of family, friends, spiritual pursuits, self-growth, etc, they can then feel more confident about themselves and perform their best at work. Apart from that, employees that are exposed to more experiences in life outside of work can use what they’ve gained and apply that to their work.

A training and development-focused organization has a clear roadmap for training their employees to sustain and enhance the productivity of the organization as a whole. Essentially speaking, there are two kinds of skills that can be developed: hard skills and soft skills.

• Hard skills: impact work productivity directly e.g. knowledge of a new database management system
• Soft skills: interpersonal skills which could affect the morale of the organization.

A positive work environment would have routine trainings to improve efficiency and instill positive attitudes among employees.

6. How large is the work staff?

Answer:

Business owners need employees that are able to get the job done, because employee performance is critical to the overall success of the company. ... Doing so helps determine strengths, weaknesses and potential managerial gaps in the business organization.When employees feel that their company cares and encourages them to make the most of their strengths, they are more likely to respond with increased discretionary effort, a stronger work ethic, and more enthusiasm and commitment. The best way for employers to maximize employees' strengths is through their managers.Employers value their employees by acknowledging that their employees have priorities outside the workplace. Thus, giving employees greater flexibility is one way for companies to show they value employees' time and commitment.

A manager's role can be chameleon-like, depending on the size of the organization. Managers have two primary job functions that require different skill sets: managing department operations and managing employees. Managers use their functional knowledge and expertise to manage department operations and their leadership and communication skills for managing employees. Aside from using an appropriate set of skills for their functions, the manner in which managers perform their duties is based on the company's size.Managers who work for startup companies that begin as small businesses often have an entrepreneurial perspective. Startup concepts such as risk and vision aren't foreign to managers within small organizations. In the beginning phase of a small organization, successful managers are adaptable and accustomed to change. They also have a talent for developing strategy and establishing the links to functional activities that carry out strategic plans. In other words, managers for small businesses can conceptualize a business idea, create a strategic plan and formulate the steps necessary for putting the strategy into action. In large organizations, chief executive officers and board members typically are responsible for strategic development, and the implementation becomes a director's responsibility.

The hierarchy of large organizations lends itself to formal working relationships between managers and their employees. Although large companies may implement open-door policies to facilitate communication between managers and staff, the distance between positions and employees often is more evident in companies that have multiple-tier organizational charts. Managers for small companies may cultivate informal, friendly relationships with coworkers at all levels, including employees they supervise.Evaluation of job performance differs for managers employed by small companies versus those who work for large organizations. Within small companies, managers with a hands-on approach to their management responsibilities usually are evaluated more favorably than those who simply oversee their employees' work. A "working manager" has the capability to delegate tasks as well as the willingness to perform the kinds of tasks he delegates. Managers who work for large organizations, on the other hand, generally are evaluated on how well they manage the tasks and duties of their subordinates.

In many instances, managers for small companies need to have a wider range of talent and expertise than a manager who works for a large, multi-layer organization. Small businesses that have limited staff, budget or both, depend on their managers to fulfill many more roles or higher-level responsibilities than managers for organizations that can afford the expense of hiring a large management team. Even in mid-size corporations, where the division of labor is greater than a small business, managers may be expected to function in complementary areas of expertise. For example, it's not uncommon to find that legal counsel also is in charge of human resources for small and mid-size companies.

7. What is the diversity make-up of the organization?

Answer:

Workplace diversity refers to the variety of differences between individuals in an organization. Diversity not only includes how individuals identify themselves but also how others perceive them.Organizational diversity in the workplace refers to the total makeup of the employee workforce and the amount of diversity included. Diversity refers to differences in various defining personal traits such as age, gender, race, marital status, ethnic origin, religion, education and many other secondary qualities.Diversity in the workplace means that a company's workforce includes people of varying gender, age, religion, race, ethnicity, cultural background, sexual orientation, religion, languages, education, abilities, etc

There are many benefits to having a diverse workplace. For starters, organizations that commit to recruiting a diverse workforce have a larger pool of applicants to choose from, which can lead to finding more qualified candidates and reducing the time it takes to fill vacant positions. Businesses that do not recruit from diverse talent pools run the risk of missing out on qualified candidates and may have a more difficult time filling key roles, which increases recruitment costs.

Tips for managing workplace diversity:

• PRIORITIZE COMMUNICATION

To manage a diverse workplace, organizations need to ensure that they effectively communicate with employees. Policies, procedures, safety rules and other important information should be designed to overcome language and cultural barriers by translating materials and using pictures and symbols whenever applicable.

• TREAT EACH EMPLOYEE AS AN INDIVIDUAL

Avoid making assumptions about employees from different backgrounds. Instead, look at each employee as an individual and judge successes and failures on the individual’s merit rather than attributing actions to their background.

• ENCOURAGE EMPLOYEES TO WORK IN DIVERSE GROUPS

Diverse work teams let employees get to know and value one another on an individual basis and can help break down preconceived notions and cultural misunderstandings.

• BASE STANDARDS ON OBJECTIVE CRITERIA

Set one standard of rules for all groups of employees regardless of background. Ensure that all employment actions, including discipline, follow this standardized criteria to make sure each employee is treated the same.

• BE OPEN-MINDED

Recognize, and encourage employees to recognize, that one’s own experience, background, and culture are not the only with value to the organization. Look for ways to incorporate a diverse range of perspectives and talents into efforts to achieve organizational goals.

• HIRING

To build a diverse workplace, it is crucial to recruit and hire talent from a variety of backgrounds. This requires leadership and others who make hiring decisions to overcome bias in interviewing and assessing talent. If organizations can break through bias and hire the most qualified people, those with the right education, credentials, experience and skill sets, a diverse workplace should be the natural result.

Tips for hiring a diverse workforce:

• Incorporate a diverse interview panel to ensure candidates are chosen solely based on suitability for the position.
• Managers should be trained on what can and cannot be asked in an interview. For example, questions about an applicant’s personal life, such as which church they attend, their romantic life and political beliefs, are off-limits.
• Get creative when recruiting. For example, if an organization would like to hire more women in the engineering department, they could reach out to professional groups that cater to women in engineering and ask to advertise open positions in their newsletter or member communications.

Benefits of sensitivities training:

• Helps employees examine and adjust their perspectives about people from different backgrounds
• Employees can learn to better appreciate the views of others
• Shows employees what actions are offensive and why they are perceived as such
• Teaches employees how to calmly communicate that a co-worker has offended them and how to resolve the conflict properly
• Explains to employees how to apologize to a co-worker if they have indeed offended them unknowingly
• All employees should be included in sensitivity training; adding specific training for managers makes it even more impactful. Some companies also offer sensitivity training online.

Conclusion

Encouraging diversity is the way forward for organizations. In a global talent market, businesses that can successfully manage diversity in the workplace will have a definite competitive advantage over others in terms of differentiation, innovation, and employer branding.

8. What is the organizational structure like?

Answer:

An effective organizational structure allows you to control business processes, assign accountability, enable rapid responses to opportunities and threats, deliver on promises, empower employees to make decisions and beat out the competition.The functional structure is the most commonly used by most businesses. It's a top down flowchart with a high ranking executive at the top, with multiple middle managers - such as the human resources, marketing, accounting and engineering department heads - all directly reporting to the top executive.There are many factors that influence organization effectiveness and they are managerial policies and practices, environmental characteristics, employee characteristics and organizational characteristics.Align each group's performance goals with your company's strategic objectives. Create or revise your organization's mission, vision and goals. Account for social and economic changes. Document your company's hierarchical structure and publish it on your company's website, through email or in print form.

Designing a successful organizational structure for your small business involves analyzing the work that needs to be done and setting up a hierarchy that ensures work flows smoothly from one process to the next. An effective organizational structure allows you to control business processes, assign accountability, enable rapid responses to opportunities and threats, deliver on promises, empower employees to make decisions and beat out the competition.

An organizational structure is a system that outlines how certain activities are directed in order to achieve the goals of an organization. These activities can include rules, roles, and responsibilities. The organizational structure also determines how information flows between levels within the company

The importance of aligning the structure with the business strategy

The key to profitable performance is the extent to which four business elements are aligned:

• Leadership.

The individuals responsible for developing and deploying the strategy and monitoring results.

• Organization.

The structure, processes and operations by which the strategy is deployed.

• Jobs.

The necessary roles and responsibilities.

• People.

The experience, skills and competencies needed to execute the strategy.

An understanding of the inter dependencies of these business elements and the need for them to adapt to change quickly and strategically are essential for success in the high-performance organization. When these four elements are in sync, outstanding performance is more likely.The organizational design process is the pivotal connector between the business of the organization (e.g., top-level leadership and organizational strategy and goals) and forms of HR support (e.g., workflow process design, selection, development and compensation). Strategy must continually drive structure and people decisions, and the structure and design must reflect and enable effective leadership.

Achieving alignment and sustaining organizational capacity requires time and critical thinking. Organizations must identify outcomes the new structure or process is intended to produce. This typically requires recalibrating the following:

• Which work is mission-critical, can be scaled back or should be eliminated.
• Existing role requirements, while identifying necessary new or modified roles.
• Key metrics and accountabilities.
• Critical information flows.

Organizational structure aligns and relates parts of an organization, so it can achieve its maximum performance. The structure chosen affects an organization's success in carrying out its strategy and objectives. HR professionals should understand the characteristics, benefits and limitations of various organizational structures to assist in this strategic alignment.

The following topics related to organizational structure:

• The case for aligning organizational structure with the enterprise's business strategy.
• HR's role in evaluating and implementing organizational structures.
• Key elements of organizational structure.
• Types of organizational structures and the possible benefits and limitations of each.
• The impact of an organization's stage of development on its structure.
• Communications, technology, metrics, global and legal issues.

9. What makes this organization special or unique.?

Answer:

A unique selling proposition is a well-thought-out statement that helps a company distinguish itself from other businesses in its category.In order to articulate it to their customer base in a memorable way, companies will create taglines or summaries of their USP and insert them into their advertising messages.

The unique features of an organization are as follows.,

• Composition of Interrelated Individuals:
• Deliberate and Conscious Creation and Recreation:
• Achievement of Common Objectives: ...
• Division of Work:
• Coordination
• Co-operative Relationship:
• Well Defined Authority Responsibility Relationship
• Group Behaviour

The differentiation strategy is where a company creates a product that is unique from others in the market. There are basically two types of competitive advantage, cost leadership or differentiation.Uniqueness is something that will make your business to be the only one of its kind of business. The unique business idea is something that will increase the business potential energy of your business.

How to Build a Brand People Love

1. Discover the purpose behind your brand.
2. Research competitor brands within your industry.
3. Determine your brand's target audience.
4. Establish a brand mission statement.
5. Outline the key qualities & benefits your brand offers.
6. Form your unique brand voice.
7. Let your brand personality shine.

Most creations start out as generic ideas. But in order to attract an audience for your work, you need to mold that generic idea into something unique.

1. Create A Unique Format.
2. Aim For A Specific Audience.
3. Combine Two Unrelated Influences.
4. Amplify A Weakness As A Strength.

Corporate culture means a lot more than it used to, especially in this new age of technology. Successful tech companies are often celebrated for their uniquely designed, state-of-the-art workspaces and company perks (travel incentives, flexible schedules, team retreats, stock options, etc), but the culture of a workplace has to resonate emotionally with employees to make a successful company.