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Designing Organizations

Designing Organizations

This unit’s readings have mainly focused on designing organizations. The Galbraith (2002) text presents different structure forms and how they relate to a business’s strategy. Reading this text gives some perspective into how real-life companies are run. Most importantly, it has helped me understand the steps I can take to develop my business. This reflection presents some key points I can pick up from the unit’s texts and my thoughts on how they affect or relate to real life.

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In my opinion, Galbraith (2002) has critical information for understanding how an organization can be designed. Through this text, I have understood the concept of a business strategy. A strategy is a specific technique a business wants to use to achieve its goals and objectives. For example, if a business’s product mainly targets women, its strategy may sell in places mostly women visit, such as hair shops. This is the master plan that a company uses to gain a competitive spot in the market, attract customers, and achieve its ultimate productivity and sales goals. How this text defines strategy makes connecting these concepts to authentic experiences with real organizations easy.

This text has helped me think deeper about the strategies of the organizations I have interacted with. For example, I buy natural food products at Whole Foods. In my understanding, this business aims to gain a competitive advantage in health and wellness; as a result, its strategy is to sell solely organic products. I use an iPhone, which Apple produces. The company’s strategy is to create high-premium phones to attract people in the high-end technology market. I have also tried to discuss the understanding of strategy and how it applies to real-life organizations with my colleagues. I remember one gave an example of Colgate, whose strategy is supposedly creating trust among the consumers by claiming that it is the number one recommended toothpaste by dentists.

Aside from understanding strategy, this text has helped enhance knowledge of the structures of a business. Onccompanyness has developed a strategy; they need to determine the structures that will help to achieve that strategy. Galbraith (2002) extrapolates on the concept of structure and even further explains various forms of business structures. Some examples of structures that describe dined in the text include functional and lateral structures. However, what I love about the text is that it explains the correlation between strategy and structure. For example, in the text, one can understand how a functional structure best manages a single business strategy. What I appreciate about this part of the text is that it creates knowledge I can use to develop my own business. I have always wanted to start my own business. With an understanding of organizations and strategy, I feel more confident that I can make companies with the potential to succeed. This is a text that I think all business owners of starters need to read to have better knowledge of how to go about their management.

Similar Post:


Galbraith, J. R. (2002). Designing organizations: Strategy, Structure and Process and the Business Unit and Enterprise Levels. 


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u02d1Reading Reflection: Designing Organizations

Reflect on your unit readings. Post your thoughts on tastings, ipages2 page if,1 page no lessthreethan three paragraphs.

Designing Organizations

Designing Organizations

Use this discussion to digest your readings and gather ideas for your reflective paper.



Due Date: Weekly.
Percentage of Course Grade: 20%.

Criteria Non-performance Basic Proficient Distinguished
Applies relevant course concepts, theories, or materials correctly. Does not explain relevant course concepts, ideas, or materials. Explains relevant course concepts, pictures, or materials. Applies relevant course concepts, images, or materials corrects examples or supporting evidence to analyze lyzes course concepts, ideas, or materials currency.
Collaborates with fellow learners, relating the discussion to relevant course concepts. Does not collaborate with fellow learners. Collaborates with fellow learners without relating ing discussion to the relevant course concepts. Collaborates with fellow learners, relating the discussion to relevant course concepts. Collaborates with fellow learners, relating the discussion to relevant course concepts and extending the dialogue.
Applies relevant professional, personal, or other real-world experiences. Does not contribute professional, personal, or other real-world experiences. Contributes professional, personal, or other real-world experiences but lacks relevance. Applies relevant professional, personal, or other real-world experiences. Applies relevant professional, personal, her real-world experiences to extend the dialogue.


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