Overview – Organization Structure

Overview – Organization Structure Overview The Organization Structure component defines the implications of the transition for the organization structure and aligns the organization to the future operational needs. The organization structure is made up of the following components: roles and responsibilities, positions, reporting relationships, team divisions, and management layers. • Purpose • Ensure that the new organization structure supports the CO • Allocate work activities efficiently and effectively among program support • Maximize capacity while maintaining local flexibility by defining Atlanta, RMU, CO, and SO roles and responsibilities • Clarity in roles will increase accountability and ownership • Align performance criteria to promote continuous staff development • Ensure strong link between program and program support • Roles & Responsibilities • The person accountable for the unit should own the organization structure. For example, if the organization structure changes only apply to finance, the finance manager should own the organization structure. However, if the changes are larger and apply across CO operations, the CD and/or the ACD-Program Support should own the organization structure although the area leads may be responsible for defining their unit structure. • CARE Resources • CARE Tajikistan – Sylvia Francis (ACD-Program Support) • CARE Angola – Kenny Ihanjika • CARE Peru – Milo Stanojevich (CD) • Inputs • Project support requirements • Processes • Policies • Benchmarks (Coming in FY07) • Templates • Organization Structure • Samples • Tajikistan • Angola • Peru • Timeframe & Dependencies • Organization structure should be reviewed under the following conditions: • The organization structure is currently not documented • Program support requirements change • New process is defined or updated • A new system is being implemented • This is done in close collaboration with the ‘Processes’ component. If changes are made to ‘Processes’ ensure that the corresponding changes, if necessary, are also made to the organization structure. • Implementation of the future organization structure is highly dependent on the ‘Staff Development’ and ‘Change Management’ components. © 2006 Accenture. All rights reserved.

Guide – Organization Structure High-Level Process Flow: 1 Getting started 2 Determine positions 3 Determine org structure 4 Validate with future state vision. Make adjustments. 5 Update job description 6 Develop selection process for new jobs 7 Monitor and maintain the organization structure © 2006 Accenture. All rights reserved.

Guide – Organization Structure • Hints & Tips • Inclusive approach is always recommended when changes are being made to the org structure. The management impacted by the org structure changes should be engaged even if it is for informational purposes. Management should be able to understand the org structure changes and the benefits for the change. • Designing a structure should be about the most efficient way to execute the work. Thinking about potential people who will fill these jobs may cause compromises to the design – the roles and structures should be people agnostic as much as feasible. • When using benchmarking as an input to determining the number of positions, be sure to consider the source and the relevant contexts. The intent is not to find another organization that is exactly the same size and has the same context, but to understand the reasoning behind the decisions. It is typical to benchmark against a few different organizations to get a more comprehensive picture. © 2006 Accenture. All rights reserved.

Template – Organization Structure Position Name Position Name Position Name Position Name Position Name Aligned-to relationship Team Name Position Name Position Name Position Name Position Name Aligned-to relationship © 2006 Accenture. All rights reserved.

Key – Organization Structure Copy and paste the symbols from this key into the Organization Structure template. Template Example Use the bold border box for management level positions. Indicates supervisory responsibility. Use the white box for non-management staff positions Use the yellow box for identifying positions that are deployed-to one unit, but are aligned-to a different unit. Use the elbow connector to define reporting relationships. Use the dotted elbow connector to define deployed-to relationships. Use the bold, shaded font to identify the team names Position Name Country Director Jane Smith Position Name Position Name Position Name Aligned-to relationship Accountant John Johnson Finance Team Name Finance © 2006 Accenture. All rights reserved.

Overview – Organization Structure