Organizing Function of Management

Organizing Function of Management While companies must still have organization charts to define the ultimate accountability, three inter-related developments have intervened to push the conventional organization chart into the background and change the role of management. These developments have been the increasing volatility of the environment in which a company does business, the increased speed of business and the advent of information and communications technology. Companies have adapted to these changes in a number of ways. However, this does not mean that the traditional structure with its top down command structure is totally obsolete. Not surprisingly, many traditional managers have found it difficult to surrender the control inherent in the centralized structure. But the need to adapt is essential to survival, as the dinosaurs found out. Managers play a key role in shaping, reinforcing, and supporting the appropriate culture of organization (Buhler, 2002). Organizations must be innovative to thrive and sometimes to survive. For a manager to be truly innovative, he or she must require that employees try new things. The openness to change is often reflected in the organization's commitment to learning. Those organizations that are truly learning organizations acquire knowledge and actually use this to make changes in the company. In my organization, we are required to complete approximately 10 different computer based training courses within a period of one month. The knowledge that is acquired from the training should be applied within your day to day activities. The key is to anticipate what the customer values in a product and then deliver it before the customer asks for it. For example, about 2 years ago when a customer entered into a retail office to purchase any wireless device, after the deal closed, they would never again hear from the provider. Alltel has been innovative by creating what has been named a