Read post and respond. Are you in agreement about how organizational structure can be used to accelerate
Question:
Read post and respond. Are you in agreement about how organizational structure can be used to accelerate change?
Read posts and Respond. Are you in agreement about how organizational structure can be used to accelerate change? A well-developed response is generally stated in 50–100 words. Besides responding directly to comments, the responses should expand the dialogue by asking questions or adding new information.
Organizational structure is extremely advantageous in creating a nimble organization. Conventional management can be slow to react when there are only one or two key people with the authority to make decisions. The old established hierarchy of business does not lend itself to today’s fast paced and quickly changing environment. With the dawn of social media and the Internet, consumers are not used to waiting for anything. It is the age of “instant gratification” and if a company can’t keep up with the demand, it will be left in the dust. A nimble organization will take advantage of every opportunity to stay competitive in today’s market place. I observed how a business created a nimble organization when I worked at a major bank. I began working for this bank in 2006, and in 2012 the Bank went through a reorganization or restructure. Traditional positions were dissolved and the new positions were more flexible with more responsibility. I became an Operations Services Supervisor, the tellers became Customer Service Representatives and all of our jobs became more demanding, and more exciting, at least for me. I was now responsible for ensuring the integrity of all the documentation of the branch, from signature cards to verifying wire transfers, to auditing all Customer Service Representatives (CSR), working the NSF report and acting as the Assistant Branch Manager when necessary. Anything that was not sales related was now handled on the transaction line so the Sales Associates could focus solely on selling. The CSRs now became true Customer Service Representatives. They had to analyze customer problems and come up with the best solution for each situation. Each one of us was empowered to make decisions that let us help the customers in a more efficient timely manner. Whereas, before it could take several days for the Branch Manager to get back to a customer, now the turnaround time was cut in half because the CSRs were able to make decisions within their Operational Authority. Working together, quite often using the systematic comparison approach, we were able to quickly resolve customer issues that used to take much more time and sometimes more manpower. The great thing about this new system is that the success of the branch and the bank depended on each of us doing our part. We all became leaders with these new responsibilities. We were all tasked with accepting these changes and growing with the bank. Looking back on that sometimes stressful time, I can see that management was responding to current market conditions to remain profitable while delivering outstanding customer service.
Analysis and Design of Analog Integrated Circuits
ISBN: 978-0470245996
5th edition
Authors: Paul R. Gray,? Paul J. Hurst Stephen H. Lewis,? Robert G. Meyer