In specialized task assignment we observe functional myopia, meaning workers are concentrated on the function they perform instead of the whole process. Specialized task assignment requires greater coordination and complementarities across tasks are forgone. (Brickley, Smith & Zimmerman, 2009, p. 396) On the other side is broad task assignment that offers flexibility and the company gain workforce as employees are trained to perform various tasks. There is no need of hiring new personnel; the available employees can rotate tasks depending on the production needs. Trade-off in this case is the cross-training cost.
Workers within the function become much more knowledgeable about the function because they work amongst many different products performing the same task in each. Grouping according to product would allow the teams to become experts in the product that they are working on, allowing them to make smarter decisions based on the context of the specific product. In this situation however, I feel that grouping according to function would be smarter for production. The matrix organization around countries and products seems to be the smartest move for the company. Organizing the company’s organization around the products limits the contextual ability for
|with a range of skills and a diverse |skills may not have a position or duties in| | |background the transition should be easier.|the new processes. | |Determine size of group. |Determine the right amount of members per |Too many in a group will slow down | | |group to maximize efficiency.
Businesses and people find it far easier to do more of the same than do something different. The world today is changing everyday with markets becoming more globally integrated, new forms of technology and businesses arising and most recently the global economic meltdown which caused significant organisational alterations. Based on the forgoing change catalysts, organisations must be ever prepared to adapt to and exploit changes in business environments whilst seeking opportunities to create change through technological, organisational or strategic innovation. Organisational change catalysts could come in two forms. This could be as a result of External Environments i.e.
The classical theory consists of organizational design that subdivides work and specifying tasks. The classical theory allows the different departments to run with efficiency by giving staff members different task to perform. The classical theory is composed of four elements: division and specialization of labor, chain of command, organizational structure, and span of command. Division and specialization of labor reduces the workload of the employee that will increase proficiency throughout the organization. The chain of command is authority, power, and responsibility delegated from high levels of authority to the lower levels.
Unit 4 D1: Analyse the relationship between job roles, functions and an an organisation’s structure, using appropriate illustrative examples Everyone who works in a company – no matter how big or small, they all have a ‘specific’ job to do. In most jobs, the more you get paid the more experienced and professional you are (known as senior), and you probably have specific qualifications if you are senior. This is because the more experienced and professional you are, the more responsibility you have. This will usually mean that you have a responsibility to make sure your department is running smoothly and is ultimately cost effective. Large organisations employ a lot of staff and these have to be organised into different job roles in each department, because each of them has different skills and knowledge, therefore different objectives, so for example Human Resources deal with the whole person, that ranges from personal issues, counselling and payroll, they also do firing and benefits, including health, medical and life insurance.
These resources typically include people, money, equipment, access to raw materials, and information. Adhocracy organizations need visionary, technically competent leaders who can develop and maintain high financial and technical support for products. Comfort in taking risks and faith in products, ideas, and people who may sometimes seem far removed from present-day reality is a necessity as well. “Mission-driven innovation can be highly successful, but requires energy and a clearly articulated sense of purpose” (Tidd & Bessant, 2009, pp.110). These organizations need aggressive, financially driven, marketing-oriented leaders who will cut across functions to coordinate activity and drive down costs, and who will stop at nothing to acquire new points of distribution.
The new organizational context fosters individual contribution and more self-direction and personal responsibility. Therefore: -Organizational relationships move from dominance and submission to networking and cooperation. -The need to discipline ourselves to what the market tells us will demand more self-management. -There will be much more emphasis on collective intelligence and not just following what the people at the top of the organization say. -Organizations will be much more "entrepreneurial," driven be the needs of customers both inside and outside the organization that seek the services of the various work units.
Group Debate 2 The benefits of a group debate are: Share responsibility – The responsibility is not carried by one person but by the whole group. Dividing task amongst group members makes the work load much easier than completing it by self. Increased output – Since each member will have assigned duties, this will help each member to focus on that task only. Which in return will make more room for things like research for the topic at hand. More resources – The more people in a group the more skills will be found.
Diversity is generally defined as accepting & valuing the differences among people in terms of ethnicity, class, gender, skills, abilities and age. In today’s world due to globalization of markets the workforce are increasingly becoming heterogeneous. Diversity in progressive organizations is gaining much attention & they are spending huge amount on diversifying their workforce. Thus diversity has been recognized to be the most important organizational resource to gain and maintain a competitive edge (Richa, 2013). According to many studies diversity can help organizations in many ways like in creativity, better understanding competitions in the market, solving problems effectively and strengthen the organization (Fabrice & Emmanuel, 2013).