Human Resources

Organizational Redesign

Organizational Development

OD Background

Which structural model works best for my organization under the current conditions?
When should an organization be centralized?
Why should programs or functions be decentralized?
Why should departments, programs, or functions be merged?
What steps should be taken to successfully implement a merged organization?
How do we keep employees informed of changes when we don't know the answers ourselves or when the answers keep changing?
How can I continue to perform other duties now that I supervise 12 employees?

Layoffs

What procedures need to be followed during a layoff and how do I determine whom to lay off?
What are the benefits and drawbacks of layoff vs. other cost-cutting measures?
What services do DAS HRE and Iowa Workforce Development (IWD) provide for employees facing layoff or for employees who have been laid off?
How does outplacement work?
How do I get productivity from staff who are going to be laid off?


Q1:	Which structural model works best for my organization under the current conditions?
A1:	Iowa Code, chapters 7E.2 and 3 Statutory descriptions of approved organizational units within state government. "Structure in Fives: Designing Effective Organizations," Henry Mintzberg, 1992 (available from Cowles Library - Drake University; Iowa State University; The University of Iowa Library; or bookstores) Guide that shows managers how to choose the best organizational design for their business from five basic structures. "Designing Organizations: An Executive Briefing on Strategy, Structure and Process" (Jossey-Bass Management Series), Jay R. Galbraith, 1995 (available at bookstores) Provides design principles and strategies for shaping an effective organization. Shows "how organizational design can support policies, behaviors, and performance…." "A Practical Guide to Organization Design," Margaret R. Davis, David A. Weckler, Janis Paris (Editor), 1996 (available from the Des Moines Public Library; Sioux City Public Library; or bookstores) Describes business processes, work flow, organization and management structure, and coordination and control of group and individual activities. "Knowledge Management and Organizational Design," Paul S. Myers, editor (available from the State Library of Iowa) Compilation of various papers on the subject of knowledge and how it plays such an important role in organizational design in today's world. See especially Chapter 4, "The Rise and Fall of Bureaucracy," Gifford and Elizabeth Pinchot; Chapter 5, "The Emerging Flexible Organization: Perspectives from Silicon Valley," Homa Bahrami. "Competing by Design: The Power of Organizational Architecture," David Nadler, Michael L. Tushman (Contributor), and Mark B. Nadler, 1997 (available from St. Ambrose University; Rod Library - UNI; The University of Iowa Library; or bookstores) Blueprint for designing effective, competitive organization. Shows how organizational capabilities represent the last sustainable source of competitive advantage. Tools and plans for flexible organizational architecture. "Handbook of Strategies and Tools for the Learning Company," C. Carl Pegels, 1998 (available from State Library of Iowa; Rod Library - UNI) Several management tools discussed in terms of real-world examples, mainly from the private sector. Chapter 12 discusses "strategic alliances." Provides design principles and strategies for shaping an effective organization. Shows "how organizational design can support policies, behaviors, and performance…." Describes business processes, work flow, organization and management structure, and coordination and control of group and individual activities. "The New Organizational Reality," Marilyn Gowing, John D. Kraft, and James Campbell Quick (available from State Library of Iowa) Numerous authors discuss how organizational leaders can constructively face the changing nature of work and the competitive landscape. Managers and Supervisors Manual, DAS HRE, Chapter 13, "Organizational Redesign and Planning" Organizational Structure discusses a few basic types of organizational structure, how and when they are used, pros and cons. Organizational Identity provides questions agencies should ask about who they are and who they want to be as they go about the process of organizational redesign.
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Q2:	When should an organization be centralized?
A2:	Structure in Fives: Designing Effective Organizations," Henry Mintzberg, 1992 (available from Cowles Library - Drake University; Iowa State University; The University of Iowa Library; or bookstores) Guide that shows managers how to choose the best organizational design for their business from five basic structures. "Designing Organizations: An Executive Briefing on Strategy, Structure and Process" (Jossey-Bass Management Series), Jay R. Galbraith, 1995 (available at bookstores) Provides design principles and strategies for shaping an effective organization. Shows "how organizational design can support policies, behaviors, and performance…" "A Practical Guide to Organization Design," Margaret R. Davis, David A. Weckler, Janis Paris (Editor), 1996 (available from the Des Moines Public Library; Sioux City Public Library; or bookstores) Describes business processes, work flow, organization and management structure, and coordination and control of group and individual activities. "Knowledge Management and Organizational Design," Paul S. Myers, editor (available from State Library of Iowa) Compilation of various papers on the subject of knowledge and how it plays such an important role in organizational design in today's world. See especially Chapter 4, "The Rise and Fall of Bureaucracy," Gifford and Elizabeth Pinchot; Chapter 5, "The Emerging Flexible Organization: Perspectives from Silicon Valley," Homa Bahrami. "Competing by Design:The Power of Organizational Architecture," David Nadler, Michael L. Tushman (Contributor), and Mark B. Nadler, 1997 (available from St. Ambrose University; Rod Library - UNI; The University of Iowa Library; or bookstores) Blueprint for designing effective, competitive organizations. Shows how organizational capabilities represent the last sustainable source of competitive advantage. Tools and plans for flexible organizational architecture. "Handbook of Strategies and Tools for the Learning Company," C. Carl Pegels, 1998 (available from State Library of Iowa; Rod Library - UNI) Several management tools discussed in terms of real-world examples, mainly from the private sector. Chapter 12 discusses "strategic alliances." Provides design principles and strategies for shaping an effective organization. Shows "how organizational design can support policies, behaviors, and performance…." Describes business processes, work flow, organization and management structure, and coordination and control of group and individual activities. "The New Organizational Reality," Marilyn Gowing, John D. Kraft, and James Campbell Quick (available from State Library of Iowa) Numerous authors discuss how organizational leaders can constructively face the changing nature of work and the competitive landscape. Managers and Supervisors Manual, DAS HRE, Chapter 13, "Organizational Redesign and Planning" Organizational Structure discusses a few basic types of organizational structure, how and when they are used, pros and cons. Organizational Identity provides questions agencies should ask about who they are and who they want to be as they go about the process of organizational redesign.
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Q3:	Why should programs or functions be decentralized?
A3:	"Boost Employee Morale After Layoffs," David LaRosee, Workforce.com (free user subscription may be required; search on title or author) A few ideas for keeping layoff survivors reassured and motivated. "Keeping Spirits Up When Times are Down," Shari Caudron, Workforce.com (free user subscription may be required; search on title or author) Counteracting fear of the unknown to lower turnover and raise productivity, quality, and morale. Driving Fear Out of the Workplace, Kathleen D. Ryan and Daniel K. Oestreich, 1991 (available from Iowa State University; Rod Library - UNI; State Library of Iowa; DMACC) Discussion of how fear affects creativity and productivity and ways to address fear in the workplace.
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Q4:	Why should departments, programs, or functions be merged?
A4:	"Structure in Fives: Designing Effective Organizations," Henry Mintzberg, 1992 (available from Cowles Library - Drake University; Iowa State University; The University of Iowa Library; or bookstores) Guide that shows managers how to choose the best organizational design for their business from five basic structures. "Designing Organizations: An Executive Briefing on Strategy, Structure and Process" (Jossey-Bass Management Series), Jay R. Galbraith, 1995 (available at bookstores) Provides design principles and strategies for shaping an effective organization. Shows "how organizational design can support policies, behaviors, and performance…." "A Practical Guide to Organization Design," Margaret R. Davis, David A. Weckler, Janis Paris (Editor), 1996 (available from the Des Moines Public Library; Sioux City Public Library; or bookstores) Describes business processes, work flow, organization and management structure, and coordination and control of group and individual activities. "The New Organizational Reality," Marilyn Gowing, John D. Kraft, and James Campbell Quick (available from State Library of Iowa) Numerous authors discuss how organizational leaders can constructively face the changing nature of work and the competitive landscape. Managers and Supervisors Manual, DAS HRE, Chapter 13, "Organizational Redesign and Planning" Organizational Structure discusses a few basic types of organizational structure, how and when they are used, pros and cons. Organizational Identity provides questions agencies should ask about who they are and who they want to be as they go about the process of organizational redesign.
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Q5:	What steps should be taken to successfully implement a merged organization?
A5:	"A Practical Guide to Organization Design," Margaret R. Davis, David A. Weckler, Janis Paris (Editor), 1996 (available from the Des Moines Public Library; Sioux City Public Library; or bookstores) Describes business processes, work flow, organization and management structure, and coordination and control of group and individual activities. "Changing the Game," Eric G. Flamholtz and Yvonne Randle (available from State Library of Iowa) Discussion of how to transform the organization to meet the changing rules of the "game."
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Q6:	How do we keep employees informed of changes when we don't know the answers ourselves or when the answers keep changing?
A6:	"Clear Leadership: How Outstanding Leaders Make Themselves Understood, Cut Through the Mush, and Help Everyone Get Real at Work," Gervase R. Bushe, 2001 (available from the Waterloo Public Library) Deals with creating a climate in which people can feel free to say what they really mean, where goals and plans are truly agreed to, teams genuinely pull together, and real learning takes place. DAS HRE/Personnel Development Seminars (PDS) course: "Achieving Communication Effectiveness," GI 077
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Q7:	How can I continue to perform other duties now that I supervise 12 employees?
A7:	"Designing Organizations: An Executive Briefing on Strategy," Structure and Process (Jossey-Bass Management Series), Jay R. Galbraith, 1995 (available at bookstores) Provides design principles and strategies for shaping an effective organization. Shows "how organizational design can support policies, behaviors, and performance…."
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Q8:	What procedures need to be followed during a layoff and how do I determine whom to lay off?
A8:	Collective Bargaining Agreements Negotiated language dealing with layoff procedures Personnel Rules, Chapter 11 (PDF) Administrative rules governing reduction in force Managers and Supervisors Manual, DAS HRE, Chapter 16 Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 16 addresses layoffs. "Benefits Upon Layoff," DAS HRE brochure (contact your agency's Personnel Assistant) Explains for the affected employee how such things as vacation and sick leave, as well as health and dental insurance, will be handled upon layoff. Tips for Handling Layoffs, (PDF) Brief overview of the layoff process developed by DAS HRE in bullet and FAQ format for State of Iowa managers, employees, and employees who have been or are about to be laid off.
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Q9:	What are the benefits and drawbacks of layoff vs. other cost-cutting measures?
A9:	Managers and Supervisors Manual, DAS HRE, Chapter 16 Online resource aimed primarily at state managers and supervisors to provide them with step-by-step personnel processes, forms, and other resources. Chapter 16 addresses layoffs. "The Wages of Downsizing," Alan Downs, Ph.D. Explores four myths of downsizing: 1) downsized companies are leaner; 2) layoffs increase productivity; 3) new, better jobs are being created; and 4) downsizing increases profits. "Alternatives to Layoffs," from About.com Discussion of the following premise: "Layoffs are a short-term fix that is detrimental to the company. They should be a last resort, not a first choice." Human Resource Management, 9th Edition, Robert L. Mathis and John H. Jackson, 2000, pp 63-67 (available at bookstores) Textbook discussion of the types and consequences of workforce reduction and how to manage one. "Why Deep Layoffs Hurt Long-term Recovery," Eilene Zimmerman, 12/03/01, Workforce.com (free user subscription may be required; search on title or author) Discusses the impact of layoffs: "Companies that slash too deep hurt their chances for a strong comeback when times improve." "Cut the Fat Without Losing an Arm," 4/20/01, Workforce.com (free user subscription may be required; search on title or author)
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Q10:	What services do DAS HRE and Iowa Workforce Development (IWD) provide for employees facing layoff or for employees who have been laid off?
A10:	"Outplacement Services and Resources for State Employees Facing Layoffs," DAS HRE/Iowa Workforce Development (contact your agency's Personnel Assistant) Brochure focuses primarily on outplacement services but also addresses after layoff; includes frequently asked questions. "Outplacement Program Contacts," DAS HRE (contact your agency's Personnel Assistant) By department, lists name and telephone number of personnel assistant and assigned DAS HRE employment specialist. "Outplacement Program Contacts for Iowa Workforce Development (IWD)," IWD (contact your agency's Personnel Assistant) Lists contact information by region.
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Q11:	How does outplacement work?
A11:	"Outplacement Services and Resources for State Employees Facing Layoffs," DAS HRE/Iowa Workforce Development (contact your agency's Personnel Assistant) Brochure focuses primarily on outplacement services but also addresses after layoff; includes frequently asked questions. "Outplacement Enrollment Application," DAS HRE (contact your agency's Personnel Assistant) Application state employees must complete to participate in the program, includes instructions for completion. "Outplacement Program Contacts," DAS HRE (contact your agency's Personnel Assistant) By department, lists name and telephone number of personnel assistant and assigned DAS HRE employment specialist. "Outplacement Program Contacts for Iowa Workforce Development (IWD)," IWD (contact your agency's Personnel Assistant) Lists contact information by region.
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Q12:	How do I get productivity from staff who are going to be laid off?
A12:	US Department of Labor Education and Training Administration Information on Dislocated Worker program for workers, employers, and workforce development specialists. "Life After Layoff," John E. Thomsen, Frances C. Thomsen (available at bookstores) Advice and coping assistance for those impacted by layoff.
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Last update: 4/09


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