Organizational design is the continuing effort to achieve dynamic congruency (97) in the face of changing environments while the organization continues to operate. Dynamic congruency means that there is a fit or congruence among an organization's environments, its strategic direction, its organization, its results, and its people.

Basically, organizations need redesigning as their markets, technologies, competitors, people, and regulations change. Often, this simple fact is overlooked. The challenge is to find, implement, and maintain a state of dynamic congruency in the midst of change. Often, pursuing a major opportunity requires a reorganization in order to make it happen.

There are classic symptoms of ineffective organizational designs. These include:

• Lack of Coordination
• Excessive and Personalized Conflict
• Unclear Rules
• Misused Resources
• Poor Work Flow
• Reduced Responsiveness
• Proliferation of Extraorganizational Units (Teams, Task Forces, Integrators, Committees, etc.)
• Steady Decline
• Stagnation

Subjective complaints signaling the need to rethink the organizational design:

"It is no fun around here any more!"

"Making changes is akin to pushing a wet string across a rusty table!"

"Damn the politics!"

"Why are we doing this, anyway?"

Excessive displays of Dilbert cartoons. You receive headgear with two black
pointy "horns".

 

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