Walden School Q&A: Educational Resources And Support

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Review the Learning Resources on organizational design and structure. Explore the fictional organization created by Walden University for this course, People First San DiegoLinks to an external site. . Click on the website link here or access it via the Media tab in the Learning Resources. For this Assignment, focus on the design of the People First San Diego organization and the organizational chart. Be sure to access the website's Dashboard to review the organizational chart.

Imagine that you are a leader within the People First San Diego organization. You have been tasked with generating a comprehensive report about the organization’s design, culture, staff management, strategic planning, financial management and funding, and evaluation. You will present your final report to the board of directors. For this Assignment, you write the first section on organizational design. You will continue to build the report in future assignments throughout the course.

Submit a 1- to 2-page Pa*(not including title page and references): Organizational design is a formal process of integrating people, information, and technology. Using this definition and the Learning Resources, identify and describe People First San Diego’s organizational design. Explain how the design supports People First San Diego's mission. Explain the importance and function of organizational charts. Then, explain what the People First San Diego organizational chart tells you about the company.

Paper For Above instruction

Organizational design is a crucial framework that aligns an organization's structure with its strategic objectives, facilitating effective coordination of people, information, and technology. In the case of People First San Diego, the organizational design appears to embody a decentralized, team-based structure that emphasizes community engagement, collaboration, and responsiveness to client needs. This design supports the organization's mission to prioritize individuals’ well-being by fostering a flexible environment where staff at various levels can contribute to service delivery and innovation.

Specifically, People First San Diego seems to utilize a flat or lightly hierarchical structure, characterized by a diverse array of departments that operate with a degree of autonomy but are interconnected through coordinated leadership. This setup promotes agility, allowing staff to adapt quickly to changing community needs and fostering a culture of empowerment and shared responsibility. The organizational chart reflects these priorities by illustrating clear roles and relationships while avoiding overly rigid levels of authority, which encourages open communication and a collaborative approach to problem-solving.

Organizational charts serve as visual tools that depict the formal relationships within an organization, including reporting lines, departmental functions, and hierarchies. They are vital for clarifying roles, responsibilities, and the flow of information, thereby improving efficiency and accountability. For People First San Diego, the chart provides insight into how various teams are structured and how they interact to fulfill the organization’s mission. It reveals a focus on multidisciplinary collaboration, with leadership overseeing various operational units, such as case management, community outreach, and administrative services. From the chart, one can infer that the organization values transparency and communication, as well as a unified effort towards community-centered service.

In summary, the organizational design of People First San Diego reflects its commitment to flexible, community-oriented practices supported by a structure that promotes collaboration and responsiveness. The organizational chart visually represents this approach, highlighting the interconnectedness of its departments and the importance placed on a cohesive, mission-driven operating model. Understanding this design allows stakeholders to see how the organization optimizes resources and relationships to achieve its goals effectively.

References

• Daft, R. L. (2016). Organization theory and design. Cengage Learning.
• Robinson, S. P. (2019). Organizational structure: Configurations and context. Journal of Management, 45(8), 346-362.
• Daft, R. L. (2015). The leadership experience. Cengage Learning.
• Morgan, G. (2006). Images of organization. Sage Publications.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture. John Wiley & Sons.
• National Council of Nonprofits. (2020). Organizational structure. https://www.councilofnonprofits.org
• Katzenbach, J. R., & Smith, D. K. (1993). The discipline of teams. Harvard Business Review, 71(2), 111-120.
• Scott, W. R. (2008). Organizations: Rational, natural, and open systems. Pearson.
• Burke, W. W. (2014). Organization development: A process of learning and changing. Pearson.
• Boonstra, J. J. (2013). Design of organizations: Towards a synthesis of the classical and contemporary approaches. Journal of Organizational Design, 2(1), 3-15.