Empower your team - National Career Development Conference
Organizational Structure EMPOWER YOUR TEAM Carolyn Warkentin, B.A., C.A.E. Executive Director South Essex Community Council An empowered organization is
one in which individuals have the knowledge, skills, desire and opportunity to personally succeed in a way that leads to collective organizational success. Stephen Covey What is structure? Objectives
Why is it important? How does structure & accountability empower staff? How does that benefit you as a supervisor or leader? What is Structure? What is structure?
The way an organization arranges people and jobs so that its work can be performed and its goals can be met www.referenceforbusiness.co m
A framework around which the organization is organized Operating manual Describes how leadership is chosen & decisions are made When examining structure
Understand the relationships between tasks, workflows, responsibility & authority. When was the last time you really looked at your org chart?
FUNCTIONAL Organized into teams According to purpose or function of a specific job DIVISIONAL Larger companies
Based on geography, products or services Each division is equipped with its own resources in order to function independently MATRIX Based on a
combination of functional and divisional Teams of employees accomplish the work Form teams according to functions and services/products, strengths &
competencies If done properly: Right people in the right positions Better utilize organizations inventory of skills Helps leaders
prioritize Staff make decisions In the end, its about BALANCE Your organizational design should take into consideration: Strategy Organizational size
Environment Controls Incentives http:// www.youtube.com/watch?v=q0vvdjxfsF8 What is the purpose of your organizational structure? Does it align with your
organizations mission, vision and values? Why is that important? Does your structure allow for leadership development & creative thinking? Why is Structure Important? Quiz
1. Do you ever see people blaming others for what goes wrong in your organization? 2. Do you feel that people do not accept responsibility for what they do or how they do it? 3. Do you see people failing to take the initiative to report on their activities and their progress towards results? 4. Do people fail to dive for the ball when it gets dropped? 5. Do people wait and see if things will ever get
better when serious problems engulf your organization? Quiz 6. Do you hear people saying they feel a situation is out of control and that they can do nothing to resolve it? 7. Do people spend their time covering their tails just in case things go wrong? 8. Do people seem to feel more responsible for their
activity and effort than they do for their results? 9. Do you hear people say, Its not my job or my department and act as if they expect someone else to solve the problem? 10. Do you feel that people display a low level of personal ownership and involvement when problems arise? Organizational Accountability Assessment, The Oz Principle, by Roger Connors, Tom Smith & Craig Hickman SECCs Story
Making the Connection Former Structure Organizational alignment is linking strategy, culture, processes, people, leadership and systems to best accomplish the needs of a company. An aligned organization is one
whose performance influences are mutually supportive and are focused on effective and efficient delivery of results. Why is structure important? Flow of Communication
Clear Reporting Relationships Decision Making Rapid Response Achieving Goals Effective Use of Human Resources Evaluation of Performance individual,
organizational How does structure & accountability empower staff? Barriers to Empowerment Formal structures make it difficult to act. Leadership
discourages actions aimed at implementing the new vision. Employees understand the vision & want to make it a reality, but are boxed in.
Personnel & information systems make it difficult to act. A lack of needed skills undermines action.
Leading Change, by John P. Kotter New StructurePhase 2 SECC Annual Staff Staff Survey Mission Vision
I can make decisions in my dayto-day work activities about the decisions I make. 36%44% Values Strategic PlanHow are we doing? Did we get the priorities right? Staff Satisfactionself
improvement, happiness, personal performance, leadership opportunities, organizational culture, support at work The strengths and talents of staff are valued.
21%30% Leadership is open to suggestions & values input from staff. 16%45% How does structure benefit you as a leader? Benefits
Build trust Open communication Enhance listening skills Engaged staff=more productivity Innovation Have time to think and manage strategically
Take your strategic plan from paper on the shelf to real results Be proactive Succession planning https://www.ted.com/talks/stanley_mcchrystal.html?source=email#. UkNjBfMYtfB.email Questions?
Resources Functional, Divisional and Matrix Organizational Structures http://voices.yahoo.com/functional-divisional-matrix-organizational-structures-165219.html Leading Change, John P. Kotter Organizational Alignment, Donald T. Tosti and Stephanie F. Jackson http://pdf.aminer.org/000/246/967/it_and_organizational_alignment_impact_and_value.pdf The Oz Principle, Roger Connors, Tom Smith and Craig Hickman The Secrets to Successful Strategy Execution, Gary L. Neilson, Karla L. Martin and Elizabeth Powers. HBRs 10 Must Reads On Strategy, 2011. TutorialsPoint--Organizational Structures
Broad range of issues; service models, time, pressure, managing risk, limited resources, staff turnover, policies that don't work, programs that don't work, issues that affect Aboriginal families, outside their role/function or too big for them. Factors that Affect Service Receiving
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Joining ASCE ASCe.org. Membership Types: Licensed Engineer: PE's or RPLS . S. tudent (Free membership) Affiliate: have an interest in advancing the purpose and objectives of ASCE and are not students or classically trained engineers or scientists
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On the one hand, there is the attitude of those who couldn't care less, who regard service as a synonym for servility, who treat customers as if they are something smelly stuck to their shoe. Meanwhile, there are those who...