Organizational Design Article Student Name Institutional Affiliation

Introduction Organizational design refers to the art and science of optimizing an organizational structure to support business, cultural, or strategic goals (Burton, 2011). It examines culture, strategies, processes, and structure to achieve the set goals. This paper will give the summary of the article Not what it was and not what it will be: The future of job design research, which will examine the future of organizational design. Article summary This article gives a summary of the future directions of theory and research regarding the organizational design. The authors of this article have focused on the social aspects of modern workplaces, the changing contexts of work performance, the increased teamwork as compared to individual task completion, and the processes that employees involve in the creation of their own jobs. According to Oldham & Hackman (2010), organizational design started long time ago, and this is apparent from Adam Smith’s essay on division of labor. Oldham & Hackman (2010) consider that Smith’s thoughts on design and manufacturing led to the scientific management philosophy. Most workers including industrial engineers adopted this philosophy to increase control and efficiency in the workplace. The primary idea was to design work systems with highly simplified work and standardized operations. This created a hindrance to employee job satisfaction, which discouraged employees from doing quality work. There was a need for the approach of Fredrick Herzberg to job design with the purpose of motivating workers with job enrichment. It is necessary for employees to experience a sense of accomplishment (Oldham & Hackman, 2010)). The basis of this research was on the concept expectancy theory, which led to the questions that enquired about the characteristics