Organizational Structuring

The Three R's of Organizational Growth. . .
Reexamination, Reflection, Reorganization


The growth of a successful organization, over time, follows an upward trend line. The overall purpose of management is to maintain that upward trend with as little interruption as possible.

Changes occur both internally and externally that affect the growth of an organization. The impact of change can be positive or negative. Since most change is initiated by management, it can be anticipated and controlled.

Over time, all changes impact the systems and processes that make up the work of an organization. Priorities for resource allocation shift and the outcomes of processes become ambiguous. Often the structure no longer serves the business appropriately.

Periodically, management must realign its systems and processes with the direction of the organization. It needs to take time to reexamine its vision, mission and master strategies. Key priorities need evaluated and the measurements that spell success need tested. This "Reexamination" will enable managers to acquire the knowledge necessary to reflect. This "Reflection" will identify changes necessary for growth. Implementation of these changes will lead to the "Reorganization" of systems and processes and work flow. The resulting new structure will allow for effective resource allocation.

Taking a systematic approach of reexamining, reflecting, and reorganizing will mean that the growth of the organization will be evolutionary not revolutionary. It means that the organizational leadership is fulfilling its role of managing change necessary for continuous growth.

Great Lakes Resource Center can facilitate this Three R's system of realignment. We believe that most management teams know the answers to issues affecting their businesses, but need a system to process the information necessary for realignment to occur. In that way, GLRC becomes a catalyst for change



Tools and models often employed in the "Three R's" approach to organizational structuring:

  • Muddling Meetings
  • Management Audits
    Employee Surveys
  • Analysis of the Business Architecture
  • Resource Allocation System (Planning)
  • Charting (Organization, Systems, Processes)
  • Customer chain
  • Accountability Chain
  • High Performance Organization
  • Success Formula


High Performance Organization

"A Balanced Approach to Resource Management"


Analysis of Business Architecture

  • Vision
  • Mission
  • MasterStrategies
  • Priorities
  • Measurements


Resource Allocation System

  • Business Plan
  • Operational Plan
  • Functional Plans
  • Work Unit Plans
  • Individual Plans


Three Resources to Allocate

  • Assets
  • People
  • Information


 

Great Lake Resource Center - Thomas d. Finley & Mary M. Halloran - glrc@glrcinc.com
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