ORGANIZATIONAL DESIGN

Phuoc D. Nguyen

Austin-Roberson (2009) states “Organizational design is a formal, guided process for integrating the people, information, and technology of an organization. It is used to match the form of the organization as closely as possible to the purpose(s) the organization seeks to achieve.” (p. 29). Organizational design is to establish the method of management and execution of a strategic plan. It is structural forms; information technology; production technology; human resources policy, organizational culture, etc. The goals of the organization are the desired business status that an organization tries to achieve, and express the results of the organization’s efforts. Each type of goal performs different functions. Ackermann and Eden (2011) propose “The strategic direction of individuals or organizations can be derived only from the clarity of purpose, even if the defined purpose is necessarily chosen to be flexible or vague.” (p. 109). Official goal or mission describes the scope and expected results of the organization; the reason for the existence of the organization; it describes the scenario, vision, and value; it determines the mode of operations aimed to make a difference. Antoine (2014) indicates “Vision is not purpose, mission, goals, or objectives. Vision defines the mission, communicates the plan, inspires the purpose, narrows the focus, and comes from the heart. Vision is a compelling and clear picture of the future of the ministry.” (p. 75). Operational objectives include the level of completion, resources, market, human resource development, reformation, and productivity. When the properly designed organizational structure will promote the effective implementation of the strategy. Organizational structure design requirements should facilitate business expansion, including overseas; coordinate activities between departments; control, evaluate, and adjust strategies.

Official goal or mission describes the scope and expected results of the organization; the reason for the existence of the organization; it describes the scenario, vision, and values; it determines the mode of operations aimed to make a difference. Antoine (2014) indicates “Vision is not purpose, mission, goals, or objectives. Vision defines the mission, communicates the plan, inspires the purpose, narrows the focus, and comes from the heart. Vision is a compelling and clear picture of the future of the ministry.” (p. 75). Operational objectives include the level of completion, resources, market, human resource development, reformation, and productivity. When the properly designed organizational structure will promote the effective implementation of the strategy. Organizational structure design requirements should facilitate business expansion, including overseas; coordinate activities between departments; control, evaluate, and adjust strategies.

Williams (2002) states “Without core organizational values, businesses may simply have allowed the process tools to dominate their organizational change efforts periodically.” (p. 220). Scenario creates a vision, the vision generates purpose or mission, purpose creates goals and objectives, organizational culture creates organizational values, and we formulate and implement the strategy to reach the vision, complete the mission, and achieve goals and objectives that are based on organizational values.