摘要：Th e signifi cance of the design is to create such a model of the organizational structure that will enable the company to best create value both for shareholders and for the employees as well as consumers.Th e company that creates value refl ects its strategic commitment to survival in the long term.Such companies whose management structure designing strategic long-term orientedorganization,provides the necessary effectiveness.Effi ciency will fail if managers choose the wrong choice model of organizational structure,a wrong choice generates increased costs and employee dissatisfaction.Th e process of designing the organizational structure involves two distinct activities of the manager selection,the choice of diff erentiation that the organization is divided into organizational units and the choice of integration that connects parts of the organization in totality.Th e choice of a pronounced diff erentiation creates a need for more of the perpetrator,the greater the diff erence between the parts of the complexity of the coordination mechanism,an increase in costs and lower effi ciency of the organization.Th e managers the challenge of fi nding a balance in establishing a proper balance between diff erentiation and integration.Employees with their decision to engage in work of a particular organization,voluntarily adopt organizational rules and hence the norms of behavior.However,the process of organizational design may result in increased diff erentiation,which determines the need for formalization and standardization.For employees this means an increase of procedures and rules,which naturally reduces employees kreirativnost and innovation which often results in the creation of dissatisfaction,frustration,and a decrease in individual and organizational performance.Highly diff erentiated and integrated organization is characterized by reduced participation of employees in decision making and low employee satisfaction,and vice versa.Of course this does not necessarily mean a rule for every organization,but as an opportunity,for the simple reason that each organization expresses its specifi city with profi les of employees and their expectations.People are actually individually diff erent and therefore have diff erent attitudes towards greater specialization,centralization,formalization and control.Th e conclusion is that decisions about organizational design in terms of creating value for employees,should take into account job characteristics and individual diff erences in terms of qualifi cation,age,experience,skills,value systems,and the like.Otherwise,inappropriate structure will cause a general decline in company performance.Model of organizational structures created in the process of organizational design creates value for consumers only if provides requirements for high performance: high productivity,high quality,and the price that consumers are willing to pay.In choosing between possible organizational options always starts with objectives,and then search for a structure that will support their achievement.
其他摘要：Posmatrajući organizacijski dizajn zasebno,on čini jednu od postojećih konkurentskih prednosti koje su u današnjem turbulentnom globalnom okruženju ostale dugoročne i održive.Kvalitetan proces organizacijskog dizajna omogućava sposobnost neprestanog generisanja niza privremenih konkurentskih prednosti.Pri tome,neminovno se menja i njegov fokus jer se organizacijski dizajn neće više sastojati od održivih strategija,struktura i kultura,već od prilagodljivih organizacijskih rešenja putem kojih će organizacija sticati neophodne kratkoročne prednosti.Organizacijski dizajn,osim što predstavlja izvor konkurentske prednosti ima veoma važne implikacije za sposobnost organizacije da se bori sa spoljašnjim kontingencijskim faktorima,uspešnog upravljanja raznovrsnošću i neprekidnim povećavanjima organizacijske uspešnosti i sposobnosti inoviranja.Organizacioni dizajn je veoma kompleksno pitanje;delikatan i odgovoran posao rukovodilaca u svakoj organizaciji podrazumeva:poznavanje teorija o dizajniranju organizacija,praktična iskustva organizacija iz iste ili srodne delatnosti,liderske sposobnosti i veštine rukovodilaca (menadžera).Očigledno je kako organizacijski dizajn više ne može biti zanemarivan,a vrhovni menadžeri moraju uložiti potrebnu energiju u dizajniranje organizacija koje će opstati i biti uspešne,nezavisno od uslova koje donosi 21.vek.
