Analysis of an Administration Theories - Essay Example

Understanding Management Fabrication Department ical Theory ical theory is a management theory which illustrates that the employees’ job satisfaction and their social needs are unnecessary, but their physical and economical needs are their most important. It promotes job specialization, profits maximization and central decision making (Smith, Farmer & Yellowley, 2012). The employees in this department value material wealth rather than the job itself. This is because the job has existed for some time, but ever since the introduction of the payment reward system, productivity suddenly improved, increased working hours, concentration and the overall dedication to the job (Smith, Farmer & Yellowley, 2012). Reason for Using Classical Theory The management is using the approach based on the financial value it has on the performance of the employees. This is evident through their payment system criteria where the employees will be paid according to the specific amount of work contributed by each employee. However the financial rewarding leads to the division of labor. The job is distributed among different groups of people making the job to simpler, and the workers are able to give their best shot at the tasks leading to specialization (Smith, Farmer & Yellowley, 2012). Under the fabrication department, the employees’ productivity has increased due to specialization and motivation. The employees initially worked only normal hours, but after the incentive, the employees extended their hours for the sole motive of increasing their financial status. The management has also influenced their attention at the job. The fabrication employees have improved their keenness on the job through avoidance of accidental mistakes and accidents within the workplace (Smith, Farmer & Yellowley, 2012). The LIPC management has used the method to engage more hierarchical management towards the employees. Their management levels include the top management, the middle management and the line management also known as supervisors. The line management is responsible for supervising the day to day activities of the Fabrication employees (Smith, Farmer & Yellowley, 2012). Under this theory, the top LIPC management is solely the one responsible for formulating and implementing the long term goals of the organization. The top management is also responsible for organizing and directing the employees’ activities. The LIPC management employs this style in order to coordinate every small or big decision that need to be undertaken in the Fabrication department (Smith, Farmer & Yellowley, 2012). Whether It Needs To Be Changed This type of leadership needs to be changed. The reason for changing is because it ignores a number of employees and environmental concerns which play a major function in the effectiveness of the LIPC effectiveness (Smith, Farmer & Yellowley, 2012). Reason for Changing First of all it ignores the employees’ opinions regarding their other needs that need to be met. There is less interaction between the LIPC management and the fabricators. Through the employees’ financial-driven motive, they are likely to engage in over-productive competition between each other (Smith, Farmer & Yellowley, 2012). What Need To Be Done There should be dialogue with the employees either through their representatives or random interviews with the fabricators to evaluate their needs. Frequent management employee interactions promote communication, motivation and increased productivity. Over competition can lead to greed or production of substandard products (Smith, Farmer & Yellowley, 2012). Assembly Department Human Relations Theory This theory focuses entirely on the employees rather than the processes, procedures and rules that exist within an organization. The theory promotes communication between the management and the employees; this is due to the lack of centralized decisions from the management (Smith, Farmer & Yellowley, 2012). Reason for Using Human Relations Theory The LIPC management uses this management approach to get the job in the assembly department done. The management is using this theory to understand the assembly workers behaviors as compared to financial and job details requirements. The organization focuses on increasing the employees’ productivity through emphasis on longer working hours. The LIPC management cares a lot on the performance of the assembly workers (Smith, Farmer & Yellowley, 2012). There is also the basis of human interactions that is, the management is keen on engaging the employees in communication to determine the challenges they face. In the assembly department, the employees have shared with the management on the challenges that are affecting them, and which are hindering them from performing (Smith, Farmer & Yellowley, 2012). Whether It Should Be Changed The management should change their way of management due to the problems that arise with the use of this method. This is because the employees are becoming psychologically disturbed due to the repetitive nature of their jobs; they lack proper motivation due to lack of reasonable working hours and there is also lack of free time to relax (Smith, Farmer & Yellowley, 2012). What Need To Be Done The LIPC management needs to engage with the employees more frequently in order to promote a better solution towards their problems. Majority of the employees feel exhausted and lack ideas due to the lack of breaks to refresh their minds. Lack of free time is dangerous because it can lead to mind tiredness and inability to think straight. Inability of effective reasoning can lead to poor production because the employees lack time to think beyond their set requirements. Through the encouragement of employees’ interactions, the employees can be able to advice each other on the effective ways of conducting their assembling duties. The employees get to know the ways to prevent injuries within the workplace, how to save time when assembling the materials, how to prevent negligence or common mistakes during their operations and how to increase their wealth during their day to day duties (Smith, Farmer & Yellowley, 2012). The management can use motivation to give morale to the employees. The management knows the employees behaviors are not entirely influenced by the organization, but also from the individual own personal values. The attitude of an employee matters a lot in the realization of the company’s goals. Lack of morale by the employees can lead to poor productivity, absenteeism, occupational illnesses’ and frequent leaving of the employees from the job (Smith, Farmer & Yellowley, 2012). The LIPC management can introduce work shifts to prevent the problem of boredom due to the repetitive nature of the job and lack of free time. The work shifts causes the employees to refresh their minds and also regain their lost energy. The employees will feel more alive, energetic and happy to undertake their duties (Smith, Farmer & Yellowley, 2012). Design Department Modern Theory The modern management involves the use of current management systems to improve the output of the employees. Organizations use this system to maximize their productivity through simplified decision making, to adapt to the global changes, to reduce the leave-out of employees, increase productivity, lower disagreements between employees and increase of the employees’ participation (Smith, Farmer & Yellowley, 2012). Reason for Using the Modern Theory Technical creative knowledge and ideas are nowadays treated as intellectual property which are governed and protected by the copyright and patent act. The design employees are frequently getting discouraged with their work due to the complexity of their work. The LIPC management recognizes the importance of creative work and that is the reason for trying to have negotiations with the designing team (Smith, Farmer & Yellowley, 2012). The management has been used to bureaucratic form of leadership where they normally formulate policies and expect their juniors to follow their without arguments. This form of leadership is traditional and has been passed with time. Bureaucracy leads to poor performance, lack of new ideas, poor employee motivation and lack of specialization. Bureaucracy as a form of leadership involves the use of hiring and firing as the means of controlling poor performance. However, the problem with this style of leadership is that, in case the employee has stayed in the organization for a long time, there is the problem of finding the exact replacement for the exiting employee (s) (Smith, Farmer & Yellowley, 2012). This is evident through the fear of firing the designers without finding the complete match for them. The LIPC management can employ the use of modern management to prevent such cases in the future. Modern management on the other hand uses flexibility, communication and simple decision making methods to solve organizational problems. The use of external consultants can significantly assist the management in the attainment of its objectives (Smith, Farmer & Yellowley, 2012). The modern management focuses on innovation as compared to the bureaucratic system of getting the work done. The modern management is also cheap in that, the operational costs will significantly be reduced. Design making require material costs, machine and copyright costs of the designers. All of these costs must be catered for by the company. The company can however reduce the expenses by hiring the designers are external specialists rather than internal employees. The benefit of external consultants is that the designers will bring about new ideas. The consultants will have the morale to work harder by improving their creativity due to the satisfaction they will get as being independent employees (Smith, Farmer & Yellowley, 2012). Whether It Should Be Changed The modern management is effective though it need to be adjusted. The modern management has the disadvantage of giving the employees too much authority, and some critical decisions can be overlooked. This is based on the impression that the employees can function independently, which is dangerous (Smith, Farmer & Yellowley, 2012). What Need To Be Done The allowance of too much freedom can bring about vices like pride within some of the employees. The employees need to be monitored in order to ensure effective performance and equality among all employees. Decision making needs to be effectively formulated, reviewed and implemented by the top management, in order to prevent over-looking of some fundamental strategies (Smith, Farmer & Yellowley, 2012). Reference list Smith, P., Farmer, M. & Yellowley, W., (2012), Organizational Behavior. Abingdon, Hodder Education. Read More