[et_pb_section fb_built=”1″ _builder_version=”4.27.6″ _module_preset=”default” locked=”off” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_post_title meta=”off” _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_post_title][et_pb_text _builder_version=”4.27.6″ _module_preset=”default” link_text_color=”#0C71C3″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
The organizational structure of an SME defines who does what, who makes decisions, and how teams work together to achieve business goals. When it is less well established, the consequences become apparent quickly: delayed decisions, overlapping responsibilities, uncertain employees, managers constantly solicited. <\/span><\/p>\n This problem isn’t just for large organizations. It often appears when the company moves from informal, efficient management on a small scale to a larger team. This is often seen in companies that are expanding or handing over the business. What an ambiguous structure reveals: <\/span><\/p>\n <\/p>\n In growing SMEs, the structure changes often and quickly – and it’s not clear enough for the whole team. The result is an organization that is dependent on a few key people. Rigorous monitoring of SME performance indicators<\/a> makes it possible to detect these signals before they slow down growth. <\/span><\/p>\n A useful organizational structure doesn’t have to be cumbersome. It simply has to answer three essential questions. <\/span><\/p>\n Every position should have a simple definition: what the person does, what they decide on their own, what they need to escalate, and the results they are responsible for. This clarification reduces overlaps and limits blind spots. <\/span><\/p>\n The organizational chart is an essential communication tool to indicate the lines of authority and to turn to in case of problems.<\/span><\/p>\n Some decisions must remain at the level of management. Others can be taken by managers or teams. Defining these thresholds in advance develops autonomy and is naturally part of an SME continuous improvement process. <\/span><\/p>\n Clarifying and optimizing the organizational structure of an SME allows the company to identify the role of each person as well as their responsibility in relation to the corporate strategic orientations and objectives. This exercise makes it possible to fill the missing positions, to ensure that the responsibilities meet the needs of the company and that the skills of each person are also aligned with expectations. It is fully in line with a sustainable SME operational performance<\/a> approach. <\/span><\/p>\n Progr\u00e8s Consulting supports Quebec and Canadian SMEs in clarifying roles, responsibilities, organizational charts and decision-making mechanisms. Our team<\/a> offers operational performance support<\/a> adapted to your reality. If your organization is growing faster than its structure, a simple approach can quickly restore fluidity to your operations. <\/span><\/p>\n [\/et_pb_text][et_pb_accordion _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_accordion_item title=”What is the difference between an organizational chart and a RACI matrix?” open=”on” _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n The organizational chart shows reporting relationships and reporting lines. The RACI matrix specifies who is responsible, accountable, consulted and informed for each process or decision. The two tools are complementary. <\/span><\/p>\n [\/et_pb_accordion_item][et_pb_accordion_item title=”Does an SME with 15 employees need an organizational chart?” _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content” open=”off”]<\/p>\n Not necessarily a complex organizational chart, but it benefits from formalizing the key responsibilities, expectations, annual objectives of each position as well as the skills required.<\/span><\/p>\n [\/et_pb_accordion_item][et_pb_accordion_item title=”How to limit resistance during a restructuring?” _builder_version=”4.27.6″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content” open=”off”]<\/p>\n Organizational change is in principle with the aim of increasing the added value to the company. Explain the reasons for the change, involve those involved, and present clarification as a way to reduce irritants and increase productivity. <\/span><\/p>\n position as well as the required skills.<\/span><\/p>\n [\/et_pb_accordion_item][\/et_pb_accordion][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" The organizational structure of an SME defines who does what, who makes decisions, and how teams work together to achieve business goals. When it is less well established, the consequences become apparent quickly: delayed decisions, overlapping responsibilities, uncertain employees, managers constantly solicited. This problem isn’t just for large organizations. It often appears when the company […]<\/p>\n","protected":false},"author":4,"featured_media":1504,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[31],"tags":[],"class_list":["post-1517","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-sme"],"_links":{"self":[{"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/posts\/1517","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/comments?post=1517"}],"version-history":[{"count":7,"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/posts\/1517\/revisions"}],"predecessor-version":[{"id":1530,"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/posts\/1517\/revisions\/1530"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/media\/1504"}],"wp:attachment":[{"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/media?parent=1517"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/categories?post=1517"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/progres.ca\/en\/wp-json\/wp\/v2\/tags?post=1517"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n
2. The Three Elements of an Effective Structure<\/b><\/h2>\n
Roles and responsibilities<\/b><\/h3>\n
Lines of authority<\/b><\/h3>\n
Decision rules<\/b><\/h3>\n
3. When to review and optimize the organizational structure?<\/b><\/h2>\n
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4. Mistakes to avoid<\/b><\/h2>\n
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5. Simple Method to Clarify Structure<\/b><\/h2>\n
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Clarifying the organizational structure of an SME<\/b><\/h2>\n