Making Flowcharts Part of the Organizational Structure Building Kit

“Every company has two organizational structures: The formal one is written on the charts; the other is the everyday relationship of the men and women in the organization.” – Harold Geneen

The modern organization is a creature of evolution, a product of observation and thought-driven experimentation, and an ongoing project of development that thrives on continuity and innovation in equal measure. The term ‘organization’ also implies fluid structure, the animation of constituent mechanisms, a multi-dimensional construct, an outcome of the application of methods – as also a virtual multi-level convergence between management theory and its applications. In this expansive backdrop, readers may infer an organizational structure “guides all employees by laying out the official reporting relationships that govern the workflow of organizations.” Many lines of thought must flow into the design of organizational structure building kit; such a contemporary resource is best developed within the spaces of connected diagrams and remains necessary for use by builders of institutions and other stakeholders.

  • The Primacy of Linkages

Analysts may pose a series of queries and questions in pursuit of developing the organizational structure building kit. These questions must emerge during the early stages of building organizations; for instance, a prime query may center on the linkages established between different units of an organization. Meanwhile, the idea of executing organizational strategy over phases could be the unifying theme that defines the linkages, their modes of operation, and the rationale underlying such activity. We could design detailed imagery of this stance within flowcharts, thereby embarking on voyages of exploration. Subsequently, the diagram could encourage readers to explore the nature of linkages, develop operational tiers within linkages established between units, and expand the functionality of these structures in tune with (external and internal) imperatives and requirements.

  • Exploring Strategic Priorities

A detailed, multi-tier exploration through flowcharts could be emblematic of the organizational structure building kit. Such exploration may focus on a nuanced analysis of the strategic priorities of organizations; these may include plans and imperatives that encourage an entry into new segments of existing markets, methods to spur development of new products, an institutional focus on reducing the costs of operations, harnessing technology-driven platforms to drive the pace of growth, etc. Readers may view these ideas as contributory elements that could influence the development of organizational structures of organizations, and influence the rhythms that animate structures. In addition, the organizational structure building kit may include a refreshed focus on developing alternative strategies designed to reinforce the functions enshrined in systems and processes.

  • Command Structures

Chains of command present a critical device that may constitute the lynchpin of organizational structure building kit. In this context, stakeholders may brainstorm to fashion evolved versions of chains of command to drive the performance of organizations. Readers may view such devices as a necessity to organize the full power of human potential, as also a technique to transmit information (and direction) between various layers of organizations. In addition, chains of command can act as a part of the evolutionary process, one that spurs the progress of organizations toward perfect synchronicity. Readers may therefore fashion (or experiment with) a variety of chains of command before implementation inside an organization. Stakeholders may ideate collectively to evaluate the merits of versions of these constructs; such endeavor could optimize existing chains and uplift/elevate explorations into the greater narrative on organizational structure building kit.

  • Democracy inside Organizations?

Observers have stated on the record that organizations may arrive at decisions “based on perspectives, capabilities, experiences, and knowledge drawn from across the vertical organization structure.” This implies that the organizational structure building kit must include tools and mechanisms that hinge on certain elements of democratic functioning. Such a stance – and its variations – can find detailed representation within flowcharts, and enlighten readers on the many channels that empower decision-making within organizations. Additionally, readers may fashion custom editions of the diagrams to cultivate alternative decision-making structures that hinge on greater levels of participation. Management teams, on their part, could envisage revisions in certain aspects of the kit as part of attempts to drive evolution in these mechanisms.

  • Experimenting with Teams

Readers may ideate afresh on the concept of distributed teams to break new ground in developing organizational structure building kits. Such teams serve as accelerators of collaboration, creators of value, experimental construct, the kernel of ideas, etc. The rationale and mode of development of distributed teams could find extensive pictorial representation inside flowcharts, allowing designers to weave new thoughts into existing structures of teams (while bearing factors such as functionality and performance metrics in mind). It would serve well to incorporate distributed teams in specific sections of an organization, creating a modular structure. The building kit could also spotlight interesting convergences between legacy team structures and innovative models of organizing human talent. HR professionals, on their part, could author versions of the building kit with a focus on deploying innovation in their domain.

  • Expanding Outcomes through Talent Rotation

Recent research indicates that organizations may depute/rotate human talent through multiple teams – as part of powering the professional growth of individual employees, as part of designing a training exercise, and a method to sharpen the competitive edge. In this context, the flowchart could operate as a cornerstone of innovation, as part of the technique that overhauls the structures of organizations, and as a research tool deployed to refine/expand dynamics of modern organizations. These ideas could feed into the expanse of an organizational structure building kit, allow operators to view results in the short and medium-term – thus allowing for ideas to mature into methods that may be integrated into mainstream operations. The connected diagram could also serve as a repository of information, a format for collecting data and information, and as a dashboard that enhances visibility into all layers of operations.

  • Assessing Importance of Feedback

Regular feedback and one-on-one meetings could emerge as crucial components of an organizational structure building kit. Further, readers may invest in developing custom feedback mechanisms through flowcharts. Different lines of feedback could be implemented within these illustrations, allowing graphical representation of techniques to emerge inside diagrams. It would be possible to also stack layers within connected diagrams, as part of streamlining different components of the feedback process. The building kit could encourage the development of smaller teams of specialists inside larger teams; this could enable work units to participate in multiple projects, thus enlightening the concept of organizational structure at various levels. Certain reporting mechanisms could find inclusion within the building kit, enabling a flawless flow of information through layers of an organization.

  • To Conclude

These readings can enhance our ideas on organizational structures and motivate readers to re-think tradition in this domain. Flowcharts, and various versions thereof, can embody different lines of thought in virtual spaces; these illustrations can accelerate the pace of experimentation within organizations and their departments. Flow-based illustrations (and their contents) could also aid senior staff persons to review current versions of organizational structure, develop variations in design and expanse of these structures, and collaborate with consultants to expand such structures. In addition, designers may ideate afresh on the structures and sub-structures that comprise these diagrams – as part of efforts to engage with stakeholders (internal and external). These actions are a mode of revision, as input in to the growth of organizations, and as a bona fide research method that could potentially elevate the quality of outcomes.

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