The foundation of any organization is contingent on the fact that it is capable to function properly. There are key dynamics which help an organization focus and create a system which will allow it to maximize its capacity. These organizational dynamics are: organizational structure, vision statements, mission statements, goals, and a strategic plan.
The functionality of an organization depends on the fluidity of these elements. Your organization cannot function properly without one of these features. If you lose one, the system will crumble and your organization will follow suit.
The structure of an organization is created by analyzing the functional and supportive operations of an organization. A functional department can be described as anything that moves within the organization and directly provides output. A supportive department is a division which helps the functional departments sustain their movement. Departments or divisions of an organization come in all different shapes and sizes. However, the compartmentalization of each department will lead to organizational focus when you give each a particular vision and mission.
Many people confuse the meaning of a mission or vision. In simple terms, a vision should focus a collective on where it wants to be. Whereas, a mission should focus a collective on what it does for the organization.
After you have formed the structure of your organization it is important to analyze what each department does and what it should produce in the future. This will give you a clear vision and mission for each department of your organization. In order to keep your organization on track you must constantly development its composition. You will fail if your employees are not consciously aware of their purpose and what they need to produce. It is one of the pivotal factors of a fully function organization.
The next factor is a set of goals for each sector and for the organization as a whole. Great goals are comprised of five elements. The first two elements are specificity and measurability. For instance, instead of the goal, “I want to buy bread.” Use the phrase, “I want to buy dark bread that cost less than 5 uah. The next two elements are attainability and relevancy. Correspondingly, do you have the 5 uah to spend on bread and do you need bread? A goal must also be time-bound. This would mean that you would not only obtain dark bread for less than 5 uah, but you would obtain dark bread for less than 5 uah before dinner.
Strategic planning is the last crucial element which an organization must obtain in order to capitalize on its serviceable competence. This is a tool which will help you answer the following questions: what is your resource inventory, which resources to use for specific objectives and goals, and how to apply those resources correctly? There are five steps to the strategic planning cycle: question, analyze, form, application, record and repeat.
The questioning phase usually consists of the standardized organizational capacity assessment tool (OCAT). This can be found after a simple google search with the subject line, “OCAT”. Download it, analyze which questions are relative to your field, disperse it to employees, and tell them to answer each question honestly.
Next you need to analyze the information. This will help your organization identify internal strengths and weaknesses, and external opportunities and threats. You can decipher the difference between the two by asking if each individual question involves an external or internal component of your organization’s functions. Construct a second document with four boxes labeled: internal strengths, internal weaknesses, external opportunities, and external threats.
If you see an unfavorable trend in an answer which involves an internal element of your organization than you will place a synopsis of that question into the internal weakness table on a separate document. For instance, if you get an unfavorable answer to the question, “do you know your job description.” Then, you would place the phrase, “job description” into the table marked internal weakness.
Continue this analysis until you have synthesized and positioned all questions into 1 of the four tables:
The next step is to the form strategies and action plans which are curtailed towards the organization’s goals. Once more, how will you get to the grocery store before dinner time in order to by dark bread which cost under 5 dollars. One strategy is to walk, another could be to take the bus, or you could drive. If you chose to drive your action plan would be comprised of answers to these questions: how will you get from your office to the car, what route you will take to the store, how will you buy the bread, and what route will you take home.
Now that you have questioned employees, analyzed the data and formed strategies it is time to apply this information. This will be a prime opportunity for your organization to use its new “strategic consciousness” to fulfill goals and action plans. Constantly be aware the internal and external factors which impact the effectiveness of your strategy.
Lastly, it is vital to record your results and repeat the process. In the future, this will allow you to use what works and make adjustments to the problems faced throughout the implementation process.
I can guarantee your organization will function better if you are able to comprehend and apply the methods detailed in this article. Nevertheless, it is important to understand that these organizational dynamics must be continually cultivated in order to achieve sustainable prosperity. Everything in this world is subject to continuous change and your organization is not an exception to this rule.