One of the management dilemmas of the 21st century is to locate an organizational design that adapts to the strategies involved on the road to achieving the vision and that strengthens the mission of companies.
It remained in history, those paradigms of stability systems as a rule of permanence in the market, now with highly competitive markets, those designs only create rigid, closed, slow, heavy and outdated business organizations.
Globalization has altered customer consumption patterns, markets are constantly changing, new marketing systems (mega markets) are operating, R&D has created high production and communication technologies (in production and marketing), there are new exchange systems created by the same suppliers that captivate the customer, etc.
Given this framework, management must locate and optimize new learning processes that manage the formation of being as a support to contribute to knowing how to be and knowing how to allow it to awaken needs and anticipate the satisfactions of demanding clients. Therefore, to survive in these markets, flexible and competitive organizational designs with open, agile, updated and innovative business dynamics are needed.
In living organizations, change is the exception rule for achieving competitive advantages (adaptive and anticipatory strategies), therefore these changes must necessarily involve human resources and transform them into energy for change, where managerial leadership must act with great intelligence..
The visions and missions of the organizations must be in that strategic route, therefore the leadership of the management must involve and share with the internal human resources (workers) and external (suppliers and clients) in a holistic and shared system.
Decision making of human resources will be of strategic contribution when:
- The human resource creates value and contributes to the satisfaction of the objective need (improves the product). The Provider provides the requirements to anticipate the quality of the product viewed. The client provides loyalty, as it achieves optimal satisfaction of its need and optimal satisfaction of the resource. monetary giving in exchange; he is captivated by the satisfaction he receives.
A strategic organization design will be a decision-making instrument for the manager to manage his business organization in two directions, one internal and one external, with a shared strategic vision in an identified type of business and away from the temptations of swallow business (business optional).
Strategic organizational design must allow the elements of the organizational chart to interrelate based on the strategic vision and teamwork points in that direction where continuous improvement is flexible and evaluations of management indicators feed back the strategic route with immediate response to the birth of the problem.
In this 21st century, organizations will need to be trained under visions, strategies and designs that allow them to:
- Survive in competition Adopt changes in the best technology and e-commerce alternative. Human resources with self-esteem and provide anticipation and innovation. Designs that generate leadership in strategy, infrastructure, product management and change management.
The organizational design thus conceived will locate competencies that build knowledge and improve the organizational culture as a support for the development of sustained transcendental motivation.
The strategic organizational designs that are adopted will be supported by the vision, mission, objectives, strategies and projects that indicate its strategic business route and a model (proposal that best adopts its philosophy) will be located and / or established within the diverse nomenclature of organizational designs that exist for this purpose. (Network organizations, strategic networks, integrated networks, clusters, etc.)
The organization will adopt management strategies according to the context in which it develops (business units, systems companies, culture, production, human resources, etc.)
When building a strategic organizational design, a broad value must be given to the history of the evolution of the administration as a foundation for new administrative experiences and change and consider it as a dialectical process, therefore the teaching-learning process goes from the historical to the current diagnosis, from normative to innovation, from adaptation to anticipation, from change to change management.
They are supports for the design structure:
- Wide mastery of the principles of administration, Marketing, Organizational competence, Value chains, Integral Administration, strategic planning and strategic management of other knowledge.
In matrix or network models, the interrelationships of teamwork, the definition of profiles and roles of administrative areas, the definition of instruments and the evaluation of business management are better adapted.
Recommended reading:
Ulrich Dave, "Human Resources Champions: How can human resources create value and produce results", Editorial Granica SA Argentina 2003.
