Setting New Priorities: Organizations Restructuring - Essay Example

As organizations seek to change their culture, rebrand, conduct an acquisition or merger initiatives, the organization is said to restructure. In the case of restructuring, however, it is crucial that the restructuring be done in a planned and strategic manner otherwise, it may cost the organization its chance of survival. In this case, there is a need for the company to prioritize wisely on the aspects that require the most urgent attention for the restructuring to be successful.

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The setting of restructuring priorities requires that the organization define its current and future structure which requires the eligible organization to help ensure that the members re involved in the process as a team. In this case, the four-stage team alignment is a major way to make sure that the right process is observed while observing the right priorities (Restructuring, 2017). Specifically, the make sure it makes a priority the feelings and attitudes of others during the restructuring process. In addition to this, priority is assured by ensuring that clarification of the current roles, work, and responsibilities of the current structure of the organization. In other words, to set the priority in restructuring an organization one has to set out the needs of the organization at the employees and all the members of staff levels as any restructuring affects all the parties in the organization. After the status quo, has been established, the organization then establishes the expected outcome of the whole process and work toward attaining that which affects the operation most followed by that which affects it least.

Yes, prioritization of any form of restructuring in an organization is and should be set on well-documented organizational needs. This can be argued out based on the fact that any restructuring affects the whole organization and should thus be well communicated. It therefore means that the goals and ultimate need for prioritization be well presented and outlined for any involved party to understand. In this case, the needs of the organization at the end of the process should be well documented to give an impression of commitment to the course.

Notably, restructuring an organization is not a personal project of one of the managers. The reason for this argument is that in as much as the managers (in their respective departments) seek to restructure any component of the organization; any successful end state restructuring needs to be agreed on by those in positions of authority. In other words, even if it is for a single department, it may have an ultimate impact on the whole organization which means that the decision cannot be made by an individual manager alone. The restructuring decision has to be implemented only if it has been agreed on by more than one manager. If that is not the case, then the resulting resistance (which is expected) from the others within the organization will eradicate any personal restructuring that the managers may have to the organization.

Ultimately, after all, the needs of the organization have been outlined, well communicated and justified, it becomes easier to clarify on the practical changes that need to be implemented in the organization. Consequently, picking out the best priority becomes a matter of deciding which need is the most prominent and crucial on a scale of how much it affects the operation of the organization. In other words, the pros and cons of the proposed structure are weighed and thus a decision of the best priority made.

References

Restructuring, (2017). Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organization (Chapter 6). University of Phoenix.