Organizations and behavior

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For this purpose they focused on the hierarchical structure of the organization. The hierarchical structure followed by the company exhibits a Tall structure. The number of personnel reporting to each manager tends to be lesser in case of Tall structures. This results in better opportunities for the superiors to monitor and supervise the activities of the subordinates (, n.d., p.185). The employees of the organization played no role in designing and running the production lines. Also the organization followed the Taylorist style of production which refers to the mass production system. The Taylorist production approach was established by F.W.Taylor, who gave birth to Scientific Management. His school of thoughts is termed as Taylorism. Taylorism believed that any job can be learnt and taught. This theory treats the humans like machines and proposed that for the achieving higher production the management must eliminate inefficiency from its functioning. However, this theory completely neglects the usual complications that happen within a normal human being (Boyd, n.d). Taylorist production style supports the assembly line system where each worker performs the same task repetitively. Here the concept of division of labor was given significance and people started getting experienced in a certain domain while the rest of the production system remained unknown to them. A strict supervision policy was maintained within the organization which created distance between the management and the employees. The repetition of same task created frustration among the workers. The quality of work started to decline which affected the management adversely. In turn the employees were threatened and scolded which ultimately resulted in more and more employee turnover. The theories which were employed to channelize the changes within the organization made the Hawk Car Company to eliminate the tall hierarchical structure and instead of that, they introduced Adhocracy. The adhocracy structure is characterized by dynamic and organic units which have limited standardization and formalization, and is inclined toward decentralized decision making. These units are associated with least routine task and lower vertical differentiation which encourage greater responsiveness and flexibility among the employees (Robbins and Mathew, 2009, pp 199- 200). The management also took vital steps towards training the employees in such a manner so that they can gain knowledge about the entire production system. The workers were provided with the opportunity to grow in their position by better performance. The new management style took great care of the employee’s personal lives too and helped them in solving those to the possible extent. The aim of this remodeling decision was making the workforce competent and motivated about studying the process of manufacturing of the whole car and not just learning some specialized functions. These changes made the jobs entirely interesting and the employees felt free to approach their seniors in any case of complexity. The managers also took care of the issues arising regarding the work and paid full attention toward its solution. Team work and motivation played an important role in rectifying the conventional organizational structure that the company had been following for the past years. Question 2 McGregor suggested two management styles according to which managers regarded the work potential of their employees.