Hello and welcome to Business 300.

My name is Philip Kulenshov and this is 300 Seconds about business.

We're all a busy people, so I have five minutes or less to get my point across. We're talking about organizational structure.

There are a few things to consider when building yours.

The first is to answer which of your functions need more autonomy and which are to maintain control.

Then you can consider the context of today, tomorrow, and the future, the focus of the task, person, and people, the objective of executing, equipping, and planning, and the framework of closed, semi-open and open.

We covered all that.

And now we have the sixth and final facet, the role.

Defining the type of role is a result of considering the other five facets.

As we start putting the pieces together, we can see what sort of roles we need in order to

accomplish the things we need our business to do. The first role is that of the specialist.

This is the role that executes today's task in a closed framework. You can call the role

in operator or specialist or professional,

whatever category label you'd like. The point is that the individual playing this part is competent

at executing today's task. He's a specialist. Let it be a production line worker, a nurse,

a front desk clerk, a warehouse packer, a waitress, or let it be a carpenter, a surgeon, an engineer, a sales

representative. All of that work ranges horizontally across the functions and vertically through

the skill levels, but all of the work that's required to do those things are the tasks for today

that should be performed in a closed system with controlled predictable processes. The specialist

executes on today's task within

that closed framework. His responsibility entails following procedures to get specific outcomes.

The kind of competency that is demanded of the specialist is what pertains to his task.

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