In the past, HRM practitioners and line managers tended to structure work, positions/designations, and job functions apart from the larger business and organizational context. The approach is too myopic , so much so that the person holding the job cannot identify his/her role and 'real' contribution to the profitability and over-all competitiveness of the organization. In other extreme cases, we used to draft job descriptions based on the qualification or competency of the person rather than on what a particular job position requires to accomplish in relation to the overall business and organizational objectives.In order to design appropriate work structures in an organization, particularly, smaller organization like small businesses, we need to:
- Identify and define the tasks necessary for the production of a product or service, prior to assigning these tasks to a particular employee. Only after we have thoroughly identified and defined these tasks can we make informed and accurate decisions regarding how to group related and various tasks into distinct jobs that can be performed by a single person. This process involves breaking the tasks into various components and fusing the most relevant into a single unit job. Yet again, the ultimate intent is to have the right job for the right person who can deliver results in relation to the bottom line of the organization.
- Identify and define work structures' accountabilities. How is a particular job related to other jobs and functions within the organizations, vertically (upward, supervisors/line managers and downward, subordinates) and horizontally (peers from within the unit and outside the unit). Only after we understand how one job relates to other jobs within the organization can we make our unique work structure efficient, effective, and productive.
- Finally, work structures can only be truly be effective if they contribute to the overall competitiveness of the organization. Therefore, identify and define goals and objectives for each of your work structures in manner that they will add up to your bottom line. A small business’ decision to compete in a bigger market hinges on how coherent its work structures and its goals in relation to how it wants to compete. With the advent of B2B (business to business) solutions, your only differentiation and edge over your competition is how well you are organized to deliver what you promised, i.e., your products or services. This, of course, largely dependent on your work structures will function to contribute to that end.
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About the Author
Nor Franco is the Managing Director and Virtual CEO of nextManager.net. He's a former corporate executive whose passion is bringing out the full potential of HR in Businesses. This time that passion is pursued through Virtual Management. He writes and blogs about his management views and insights here. Follow him on Twitter.
