The structure of organizations and jurisdictions should be organized in a format that allows easy leadership and administrative operations. Effectiveness and efficiency in organizational structure is achievable through careful considerations of the aspects integration of leadership, departmentalization, and the span of control. The organizational structure is reorganized using the three principles of effective organizational structure.
Unity of Leadership
The initial Walton County structure had a poorly developed leadership framework. The initial leadership structure did not reflect relations and accountability in leadership. The reorganized leadership structure of Walton County involves a chairperson, who is the head of organizational operations and who reports to the board of commissioners, who is the senior most executive position in the structure (Yolles, 2019). The chair will oversee the performance of the four commissioners in the county. The jurisdiction of the four commissioners is defined according to the departmental roles assigned.
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Departmentalization
The initial county structure had unfavorable departmental structure. The initial Walton County departmentalization structure did not give space for various departments to report to a centralized authorities (Spiegler et al., 2019). The reorganized Walton County structure allows specialization of roles within a department (Lang, 2018). The new structure involves five main departments which summarize the various operations undertaken in the Walton County.
Span of Control
The invitational Walton County organization structure did not have a definite format that could easily summarize the various roles performed in Walton County. However, the new structure presents a definite span control based on the available departments and roles in the Walton County ( Laffin, 2018). The new structure presents a total of five spans of control under the authority of the Walton County.
Dealing With Line and Staff Issues in the Organization
I am prepared to handle the possible issues in line and staff functions through grouping staffing according the roles they play. It is easy to manage staff issues of grouped staff (Farrell & Morris, 2017). The use definite departmentalization will aid in the formulation of specified interventions in handling prospected issues in line and staff functions.
References
Farrell, C., & Morris, J. (2017). Neo‐bureaucratic organisational forms, technology, control and contingent work: the case of UK TV. New Technology, Work and Employment, 32(2), 115-130.
Laffin, M. (2018). Beyond Bureaucracy?: The Professions in the Contemporary Public Sector . Routledge.
Lang, R. (2018). Orchestration of an Organisation: Redevelopment in Planning and Practice.
Spiegler, S. V., Heinecke, C., & Wagner, S. (2019, May). The influence of culture and structure on autonomous teams in established companies. In International Conference on Agile Software Development (pp. 46-54). Springer, Cham.
Yolles, M. (2019). Governance through political bureaucracy: an agency approach. Kybernetes.
