Introduction
The cause of actions is greatly influenced by the decision made, thus determining the success or failure of the business. The CEO is responsible for the coordination and overall functioning of an organization and must ensure an effective plan is implemented to handle changes and ensure stakeholders’ interests are enhanced. The choice of organizational structure and design will give me the strategic approach to address the following key area and respond with effective decision actions resulting in a reduction of the manufacturing cost, reduced staff numbers, and smooth employee integration.
Employee Relationships and Integration
Welcoming new employees and ensuring that they fit well into the organizational structure while establishing harmonious relationships will require choosing the best structure and design. I will prefer to implement an organic structure with a decentralized design to create an adaptive and pliable structure and a design that promotes employee involvement and participation (Roh & Lao, 2013). The above decision-making action smoothens the employee integration process with minimal disruptions as the powers are decentralized, and bottom leadership can manage the changes. Scrapping off the existing structure will lay off some staff.
Technological Changes
Decision-making on how to deal and cope up with the technological changes will require a cause of action that will mold the internal structure and design to deal with the external forces. I will employ the knowledge of contingency theory during the implementation of the organizational structure and design. According to Roh and Lao (2013), a structure and design that is adjustable and adaptable fosters creativity and innovation, increases competitive advantage and viability. The secret is to know the right time to actualize the plans or change plans depending on my situation.
Globalization
McShane and von Glinow (2018), referred to globalization as the connectivity of the people internally and externally in the organization through culture, economy, and socially. The interaction commonly concerned foreign countries, and my decision as a CEO will focus on managing peoples’ relationships and diversifying to accommodate every challenge and opportunity associated with globalization. A contingency plan comes in handy to mitigate unforeseen challenges as the structure and design are made to adjust and adapt accordingly. Going global requires flexibility to accommodate global problems like language barriers, social-cultural issues, and technology integration.
Retention of Employee Talent
Managing humans is very difficult since you are not dealing with machines that take orders and obey. To achieve good financial performance, in the long run, my focus in this area is to promote employee participation and involvement through doing some checks and balances on the structure and design of my organization. Timely grievances handling will lower employee turnover rate and cut hiring costs of replacement employees. The organic structure and decentralized design will ensure every employee talent is exploited as most decisions within their expertise areas are entirely theirs to make.
Conclusion
Leadership is the direction of the organization. Employees look up to their leader to provide solutions to the problems bedeviling their workstation. It takes a good plan to deal with dynamic challenges and ensure the stakeholders’ best interests are served. Understanding your organization’s internal and external environment is essential to make the best choice of the available cause of action. It is wise to be dynamic and embrace change to balance organizational structure and design to result in the best decision-making action. Structure shapes the culture; thus, the design of the structure is important.
References
McShane, S. L., and Von GILNOW, M. A. (2018). Organizational behavior. Emerging knowledge, global reality (8 th ed.). McGraw-Hill Education.
Roh, B. E., & Lao, T. M. (2013). The Positive Role of Organizational Leaders During Mergers and Acquisitions. Leadership & Organizational Management Journal, 2013(2).