Organization Restructure

Presented by:

Shashank Tiwari

New Structure

• Chain of Command: The organization is having a vertical line of authority where decisions and work processes flow from the top management to the Associates.
• Span of Control: Overall there has been an Upsizing of Staff and Executives in the organization (Addition of 14 more employees at various positions)
• Centralization: The final decision-making power rests with the respective Department heads and Managers but all the team members participate in the discussions and give their inputs.
• Model of Organizational Behaviour: Supportive Model .
• Personality Type:
• CEO = ENFJ (Protagonist – Tolerant, Reliable & Natural Leaders)
• Assistant = ISTJ (Logistician – Responsible and can enforce an order)

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Organization Restructure

Operations

Upsizing from 6 to 11 Employees.

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Need for Upsizing:

• 3 basic sections in Operations:

R&D, Planning & Procurement

and Production.

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• R&D and Planning & Procurement – require thorough discussion and brainstorming as there are many important decisions to be made and research to be conducted.

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• Productions of any product normally follows a sequential hierarchy with Production head on top and associates or workmen at the bottom.

Operations – Personality Types

• Head = ENTJ (Commander – Efficient, Inspiring & Strategic Thinkers)
• Assistant = ISTJ (Logistician – Responsible and can enforce an order)
• R&D Head = ENTP (Debater – Knowledgeable and excellent brainstormers)
• Associate 1 = INTJ (Architect – Curious, Determined & Informed)
• Associate 2 = ENFP (Campaigner – Observant & Energetic)
• PPC Head = ESTJ (Executive – Direct, Reliable & Excellent Organizers)
• Associate 1 = ISFJ (Defender – Supportive, Reliable & Hard Working)
• Associate 2 = ISFJ (Defender – Supportive, Reliable & Hard Working)
• Production Head = ENTJ (Commander – Efficient, Inspiring & Strategic Thinkers)
• Sr Associate = ENTP (Debater - Knowledgeable and excellent brainstormers)
• Associate = INFJ (Advocate – Creative & Passionate)

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Human Resources

Upsizing from 6 to 10 Employees.

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Need for Upsizing:

• Different Responsibilities like – Talent Management, Compensation & Payroll, Industrial Relations, Settlement of Disputes etc.

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• In this case, Size of organization demands for a slightly bigger HR department.

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• Associates for executing decisions carried out by Senior Management and Managers

Human Resources – Personality Types

• Head = ENFJ (Protagonist – Tolerant, Reliable & Natural Leaders)
• Talent Management Head = ESFP (Entertainer – Practical, Original & excellent People Skills)
• Associate 1 = ENFP (Campaigner – Observant, Energetic & Excellent Communicators)
• Associate 2 = ESTP (Entrepreneur – Direct, Sociable & Rational)
• Compensation & Payroll Head = ENTJ (Commander – Efficient, Inspiring & Strategic Thinkers)
• Associate 1 = INFJ (Advocate – Creative & Passionate)
• Associate 2 = ENFJ (Protagonist – Tolerant, Reliable & Natural Leaders)
• Employee Relations Head = ESFP (Entertainer – Practical, Original & excellent People Skills)
• Associate 1 = ENFP (Campaigner – Observant, Energetic & Excellent Communicators)
• Associate 2 = ENFP (Campaigner – Observant, Energetic & Excellent Communicators)

Sales

Upsizing from 2 to 3 Employees.

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Need for Upsizing:

• KRAs of Sales differ widely from that of Marketing.

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• Sales include Relationship Management, Leads progression etc.

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• Smooth conduction of day-to-day activities when employees strength is increases

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• It ensures workload is equally divided and there is no loss of productivity.

Sales – Personality Types

• Sales Head = ENFJ (Protagonist – Tolerant, Reliable & Natural Leaders)

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• Associate 1 = ENFP (Campaigner – Observant, Energetic & Excellent Communicators)

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• Associate 2 = ENFP (Campaigner – Observant, Energetic & Excellent Communicators)

Marketing

Upsizing from 2 to 3 Employees.

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Need for Upsizing:

• KRAs of Marketing includes branding of product, attracting potential clients etc.

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• Involves a lot of Brainstorming session to come up with innovative ideas and new marketing strategies.

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• Addition of an extra employees serves dual purpose – Workload Division and New Insights.

Marketing – Personality Types

• Marketing Head = ESTP (Entrepreneur – Direct, Sociable & Rational)

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• Associate 1 = INFP (Mediator – Open-minded, Passionate & Empathetic)

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• Associate 2 = INFP (Mediator – Open-minded, Passionate & Empathetic)

Finance

Upsizing from 3 to 4 Employees.

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Need for Upsizing:

• Finance & Accounting involves record keeping and monitoring of a lot of transactional and monetary activities.

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• To ensure compliance and assist in everyday activities, additional support is provided to the Manager.

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• Since, number of responsibilities is more, an extra employee is added to divide the Workload.

Finance – Personality Types

• Finance Head = ISTJ (Logistician – Responsible and can enforce an order)

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• Assistant Manager = ISFJ (Defender – Reliable, Supportive, Observant & Hard working)

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• Associate 1 = ESTJ (Executive – Dedicated, Strong willed & Reliable)

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• Associate 2 = ESTP (Entrepreneur – Direct, Sociable & Rational)

Challenges to new Org. Structure

• Upsizing of Staff can lead to a feeling of insecurity (not compulsorily) and competition among the employees.

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• Upsizing can increase the financial burden on the organization.

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• Laying down new guidelines and establishing a new hierarchal structure in itself is a difficult process due to its sheer complexity.

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• Increase in Soft costs for the organization like loss of productivity due to employees adapting to the new environment, allocation of resources to increasing workforce etc.

Advantages

• Organization Structure based on Personality Types, therefore optimized for different roles and domains.

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• Proper departmentalization ensures that there is no ambiguity regarding KRAs and enables proper monitoring.

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• Since, roles are based on personality types, probability of conflict is reduced and consequently, productivity is improved.

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• Though, workforce increases but it will have a positive impact on the efficiency.

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Disadvantages

• Since, employee strength is increasing, expenditure will also increase.

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• Since, Level of hierarchy increases so does the communication gap from senior level management to lower level employees.

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• Since, respective department heads do not have much of assistance and they alone have the final call on any decision for their respective sections, chances are they can be erred.

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Results/Outcomes

• Overall, due to change in structure there are chances that growth and profit will increase due to clearly defined goals and proper monitoring of work performances of not only the lower level employees but also the Department Head.

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• Making Associates a part of the decision making process will make them feel useful and keep them motivated at the same time

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• Optimum use of Workforce can be ensured.

THANK YOU