Changing the organizational structure of a company

Changing the organizational structure of a company is an essential move with regard to global expansion. The challenges that the organization faces in a bid to accomplish this can be overcome by addressing each challenge individually. To start with, the morale of the employees who are eagerly waiting to be promoted should not be killed.

This could be achieved by the company leaders developing a team that will come up with the members to be promoted. The managerial duties could be assigned according to the members’ managerial experiences and level of education. This could be followed by calling the staff members for a meeting, and explaining them the policies to be executed, as well as asking for their opinions and feedback on those policies.

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According to Maslow (1998), motivation is governed by five essential needs, one of them is self esteem. Promotion encourages self esteem and, as a whole, increases the productivity of the workers in a company. This is because the staff members work better, as they feel valued and useful in the company.

Since the existing budget does not allow everyone to be promoted, other methods to prevent the workers feeling left out should be embarked on. The workers could, for example, be assigned some more duties and responsibilities without an increase in their pay.

This will give them a sense of belonging to the company, and help not kill their morale. Some employees could also be in a state whereby, their performance does not qualify them for a promotion. The employees could be taken through training and coaching to equip them with the relevant skills.

The company can also hire managers that have managerial skills, though groomed in other companies. This will help in the expansion and growth of the company, since the managers incorporated are likely to bring about new ideas learnt from previous companies or places of work.

In identifying the high performers in the company, there are some characteristics that the company leaders must look out for. One is the history of delivering quality results. This entails the consistency of performance which is a valid indicator of the employee’s ability to drive the company to success.

The next one is the ability to influence others; the individual should have the ability to relate and form partnerships with others. Since the company wants to globalize, demonstrating the ability to clearly communicate with internal and external groups is a skill that high performers should always possess. Identifying high performers is essential for the company, as these individuals are the backbone of the company, capable of driving results and building the future of the organization (Maslow, 1998).

In the process of effecting change and introducing the new organizational structure, unnecessary chaos may be created. To avoid this, Kurt Lewin in the 1940s developed a change management model which involves three stages; Unfreeze, change, and refreeze. The unfreeze stage involves creating motivation to change; Change involves promoting effective communication and empowering people to change while refreeze is all about returning the organization to a sense of stability (Lewin,2005).

Evaluation of leadership dynamic skills is also important, since the leaders determine the company’s course of direction. Being an instructional leader means leading others, and working with them (Chell, 1999). Therefore, the managers chosen should possess high interpersonal skills. A management team should also be developed in a way that team managers come together to make decisions collectively.


Chell, J. (1999).Introducing Principals to the Role of Instruction Leadership: A summary of a master’s project. NY: SSTA Research Centre.

Lewin, K. (2005). Change management and group dynamics: An article from Thinkers. London: Chartered Management Institute.

Maslow, H. (1998). Maslow on Management. New York: John Wiley & Sons Inc.