When the structure is faultyProblems and solutions may lie in the way an organization is designedBy Ginty Burns05/08/2006|Canadian HR Reporter|Last Updated: 05/09/2006 Increased expenses, high turnover and decreased employee satisfaction are all telltale signs an organization isn’t structured for optimal success. But senior managers can usually sense when something is wrong even without those indicators.After all, they have an eye on the outside environment and know when the organization design needs to be tweaked or reworked to respond to changes. But what they don’t always have is a set of principles on which to base organizational changes.In the absence of such principles, senior managers make the best decisions they can. They may cut a layer of management, or they move, remove and even promote people to mitigate what are perceived to be personality or capability issues. If they are lucky, the strategy works. More often than not, however, the problems remain or are exacerbated. To Read the Full Story, Subscribe or Sign In Remember Me Forgot Password If you are a current Subscriber, please click here to set-up or update your login information.