Organizational transformation and design components across multiple levels

¶ … Management

Diagnosing Organizational Systems

Each level of the organization has different functions and processes that they follow to complete various objectives. The basic process on all levels include some variation of taking some input, transforming it some way, and then producing an output that is different is some fundamental way than the original input. However, in some cases, the transformation process is not physical. Rather, the transformation is a design transformation. For example, a human resources professional may transform a HR process design for others to implement in the actual transformative process. Therefore, their addition to the overall organizational objectives would be more consistent with strategy or tactical design transformations that some sort of physical transformation that is applied to a product, service, or organizational function. However, despite the fact that the form of the transformation can take various forms, something is transformed in either a strategy, in the attempt to improve effectiveness or efficiency of the organization, or tactical, whether some value is added an input and transformed in some way. This paper will briefly discuss some of the differences that are present in the transformation of inputs and outputs in an organization at different levels.

Design Components

In the same manner that inputs become more specific and more tangible as they are cycled from the organizational level to the individual level, the design components follow a similar trend. For example, at the organizational level must decide on a design component which includes which organizational structure should be used. Some strategies might be more effectively carried out with a project-type organizational structure, while others might be better fulfilled by a more traditional organizational structure. Whatever the case may be, at the group level to structure decision is more specific.

At the group level, the structure designs revolve around what type of structure would be the best form to carry out more specific transformations. A group might decide that they need weekly meetings to carry out some tasks, or in other cases maybe daily or even monthly meetings might be required to most effectively complete the objective. On the individual level, the design component that deals with structure might represent a decision how to best design the physical transformation process to carry out a process on a manufacturing line.

Outputs

The outputs are the final manifestations of the combination of the inputs and the design components that are carried out. From the organizational level, you can identify all the potential inputs that can be used, and then identify all the design components that are available and a design can be chosen, and then the output represents that planning that has been carried out to that point. Furthermore, each of the different stages builds on the previous stage. Once the outputs are produced at the organizational level, then they can be handed off to the group level. Then once the group level completes the input-transformation-output process, it can then be transferred to an individual level for the more tangible value added processes to be carried out by the employees.

To demonstrate how the entire process works with an example, Apple will be used again. The first step for Apple will be to carry out the planning process on the organizational level. They will determine their strategy on a high-level about how to take the inputs that are industry specific and how these inputs will eventually be valued by the consumer. In the electronics industry, Apple will have to decide issues about how the industry structure and turn it into appealing products for the end-user. Apple choses to outsource most of their production to China, similar to most companies in the industry, and the teams in these locations will have to determine how to carry out the broad plans and design manufacturing processes to produce the products. Finally, at the individual level, employees must determine how they can design their own functions to best carry out the transformation process and complete the finished products.