Common Errors in Organizational Design

1261 Words6 Pages
Common Errors in Organisational Design In my working life I have never been a fan of the organisational restructure to solve leadership issues. I have always found that when leadership is lacking the results will be the same no matter what the organisation structure looks like. To me it has always been a case of rearranging the deck chairs on the Titanic. However, there are some errors in instructional design which do impact the performance of well led teams. I find them often in small to medium size organisations which have grown with a reasonable degree of rapidity. Lack of separation of governance and operation In one client, the writing and auditing of processes was conducted by the person who also had operational responsibilities. The organisation had a staff of more than two hundred and fifty people so it was not a matter of the organisation being too small to afford a person solely concentrating on the development and monitoring of processes. It was an organisation that relied on processes to have an appropriate sale-to-costs ratio and maintain a good reputation within the industry for issues such as privacy. Auditing of processes must be kept separate from operations which execute the processes. In the example above our employee could have been auditing the execution of their own processes. Given that the organisation was in the financial services industry this was an unacceptable high risk. Organisational design should separate, even it means developing a part time or contract role, elements of roles which have a governance context. Some examples are quality assurance, internal audit and quality control. This does not mean to say that operations staff should not perform quality control checks and have a role in quality assurance; they should. It does not mean that managers should not be responsible for self assessing their processes

More about Common Errors in Organizational Design

Open Document