Report Of Changes In Organizational Structure: Fill & Download for Free

Couch metaphors aside, if you’re asking about the actual job tasks of an I/O psychologist, there are 24 major tasks commonly. No particular job will have all (or even most) of these, though:Formulate and implement training programs, applying principles of learning and individual differences.Conduct research studies of physical work environments, organizational structures, communication systems, group interactions, morale, and motivation to assess organizational functioning.Conduct presentations on research findings for clients and at research meetings.Provide expert testimony in employment lawsuits.Study consumers' reactions to new products and package designs, and to advertising efforts, using surveys and tests.Review research literature to remain current on psychological science issues.Develop interview techniques, rating scales, and psychological tests used to assess skills, abilities, and interests for the purpose of employee selection, placement, and promotion.Conduct individual assessments, including interpreting measures and providing feedback for selection, placement, and promotion.Write articles, white papers, and reports to share research findings and educate others.Develop new business by contacting potential clients, making sales presentations, and writing proposals.Develop and implement employee selection and placement programs.Identify training and development needs.Train clients to administer human resources functions including testing, selection, and performance management.Facilitate organizational development and change.Analyze job requirements and content to establish criteria for classification, selection, training, and other related personnel functions.Assess employee performance.Observe and interview workers to obtain information about the physical, mental, and educational requirements of jobs as well as information about aspects such as job satisfaction.Coach senior executives and managers on leadership and performance.Study organizational effectiveness, productivity, and efficiency, including the nature of workplace supervision and leadership.Write reports on research findings and implications to contribute to general knowledge and to suggest potential changes in organizational functioning.Participate in mediation and dispute resolution.Provide advice on best practices and implementation for selection.Counsel workers about job and career-related issues.Advise management concerning personnel, managerial, and marketing policies and practices and their potential effects on organizational effectiveness and efficiency.This comes from the Occupational Information Network (O*NET), which was developed with the help of… you guessed it… I-O psychologists. The I-O entry that I got this list from can be found here: 19-3032.00 - Industrial-Organizational PsychologistsThanks for the A2A!

If you are interested in how the company is operated within the corporate structure, you may want to consult the annual report. Fedex has made major changes within the upper management of the parent and subsidiary corporations as a result of recent acquisitions, so it might be even more accurate to visit the Fedex home page and investigate the articles that discuss these in detail. www.fedex.com.

A matrix structure is when you design your organization using two or more grouping classifications simultaneously (e.g., geographical grouping and functional grouping). In this way, the people in the matrix report to two managers (for the example above you might have a regional manager and a functional manager).The benefit of a matrix organizational structure is increased information flow between the groupings. One organization I’m working with now uses product groupings as well as functional groupings. The people who are working on a product are a mix of people from business, marketing, design, engineering, etc. That way the product team gets a better understanding of all the concerns represented by those functional groups. Also, each functional group is informed about all of the different products. This also helps all the product teams stay informed as to what other product teams are working on since they come together to talk about all of their work (on various products) during their functional team meetings. You would choose this structure when information flow is of the utmost importance to your group.As with any choice, there are drawbacks that come with the positives. Reporting relationships can get confusing. If your functional manager wants one thing and your product manager wants another, who do you listen to? There also tends to be more meetings in organizations that use matrix structures. More coordination of efforts is required and you may need more professional managers to help coordinate, so often times you will see increased costs associated with matrixed organizations as well.Because of these costs organizations often choose other more loosely linked structures. I said I am working with a matrix organization right now, though that isn’t really true. What we’ve done is create ad hoc project teams that are cross functional that report to project managers (a role that rotates around the team). This is another linking mechanism to create cross-fertilization, yet avoids the problem of multiple reporting structures. This client is a startup that is growing, so a looser configuration works for now. These structures will have to be revisited as growth accelerates and the demands of the work changes. In the end your organizational structure should reflect the requirements of your organization, especially the strategy and the culture.