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The Future of Organizational Design in the Workplace - Article Analysis

Updated on March 28, 2014

Overview of the Future of Organizational Design

There is no way to know for sure how organizations will be designed in the future, but there are a few trends that can give some insight (Jex & Britt, 2008). First, technological advances are already changing the way many organizations do business, and this will continue into the future (Jex & Britt, 2008). More employees will likely be working from a home-based location versus coming in to a typical office setting as virtual organizations will become more common (Jex & Britt, 2008). As technology improves, the world seems to get smaller than ever before, which leads to another trend in organizational design; globalization (Jex & Britt, 2008). As many companies will move into the foreign markets, they will need to address issues about how to manage and assimilate these businesses into the current organizational design, particularly focusing on levels of autonomy and direction for foreign locations (Jex & Britt, 2008).

Which of these three trends do you think is the most important?

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Article Summary

According to Gelfand, Leslie, and Fehr (2008) in their article “To prosper, organizational psychology should . . . adopt a global perspective” for organizational psychology to continue to grow globalization is necessary. They describe three ideals for globalization, any progress that has already been made, and some possible solutions (Gelfand, Leslie, & Fehr, 2008). The first ideal is that global voices must be used instead of Western ones (Gelfand, Leslie, & Fehr, 2008). In other words, instead of exporting Western values and assumptions, global relevance should be considered, and the questions asked should have value to other cultures besides our own. The second ideal is that the concept of culture should be defined at a consistent level in studies to ensure consistency and clarity (Gelfand, Leslie, & Fehr, 2008). Last, an understanding about culture and when it matters concerning organizational behavior is important (Gelfand, Leslie, & Fehr, 2008). Currently a lack of knowledge is available concerning how non-culture versus cultural factors effect behavior in a business setting (Gelfand, Leslie, & Fehr, 2008).

Article Analysis

This article did a good job illustrating different models designed to address the issues they discussed. One item of particular relevance and interest is the discussion about when culture matters. Diversity has been an ongoing issue and focus of many organizational designs over the last decade or so; the idea that there are other factors that are as relevant, or perhaps more relevant, to this discussion is an interesting one. The point does get a little lost because of the multitude of levels discussed, compared, and illustrated in the article. Although the article does acknowledge that steps have been made and that cross-cultural research continues to grow, the conclusion is that more focus needs to be given to cultural heterogeneity and cultural context concerning a more global organizational design.

References

Gelfand, M. J., Leslie, L. M., & Fehr, R. (2008). To prosper, organizational psychology should...

adopt a global perspective. Journal Of Organizational Behavior, 29(4), 493-517.

Jex, S. M. & Britt, T. W. (2008). Organizational psychology: A scientist-practitioner

approach(2nd ed.). Hoboken, NJ: Wiley. Retrieved from the University of Phoenix PSYCH/570—Organizational Psychology course website.

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