Organizational Structure and Design

In order to attract top talent and execute strategies effectively, it's imperative that you make your company a vibrant, engaging place to work. By gaining a solid foundation in organization design, you can learn how to build a high-performing organization that thrives in a complex business environment. In this course, we share a practical approach to organization design, providing you with a complete overview of the core models, methods, and tools used by organization design practitioners. We show how to create alignment between components of an organization, select structure, and integration options, match talent to an organization and manage the organization design process.

The system is the basic foundation for the success of any commercial activity, so laying clear foundations for how the work will proceed and how it will be distributed, in addition to the method of taking over and managing it, is the surest and fastest way to success. In the organizational structure and job description course, we will discuss how to perform this task in detail, starting with defining the organization itself and its importance to the institution, in addition to explaining the organizational structure and the steps for preparing and dividing it, as well as a simplified explanation of the types of authority and how to link them?

The organizational structure and job description course also focuses on the most important aspects that experts take when collecting information about job applicants, as well as clarifying the stages of job identification, writing, analyzing and evaluating applicants, as well as explaining the basic performance indicators and their mechanism of action and use.

Outcomes:

By the end of this course, you will have the ability to understand:

• How organization design relates to strategy and talent

• Using the star model

• Mapping strategic priorities

• Setting the design criteria

• Assessing organization gaps and strengths

• Drawing organization models

• Setting up the matrix for success

• Clarifying decision rights