Organizational Structure and Design - Research Paper Example

SELF ASSESSMENT Student’s Name Institutional Affiliation Professor’s Name Course Title Date Table of Contents Table of Contents 2 Introduction 4 New Trends in Management 4 Self Assessment 5 Organizational Structure and Design 5 Review of Findings 6 Analysis 7 Tom Burns’ Mechanistic and Organismic Structure 7 Mechanistic Structure 8 Reflection 9 Action Plan 9 Managing Change and Innovation 9 Review of Findings 9 Analysis 10 The Stage Theory of Change 10 Reflection 11 Action Plan 11 Trustworthiness 11 Review of Findings 11 Analysis 11 Trust Development Theory 12 Reflection 12 Action Plan 13 Working in Groups and Team Work 13 Review of Findings 13 Analysis 13 Team Work Theory 14 Reflection 14 Action Plan 15 Conclusion 15 Introduction A manager is a person who is put in charge of tasks or groups of people to ensure efficiency in completion of tasks. Managers are responsible for monitoring, directing, and planning in order to make the best of available resources. While there have been numerous attempts to distinguish management and leadership, Murray (2010) reckoned that management and leadership must go hand in hand and that good managers must be good leaders. Similarly, Bratton, Nelson, & Grint (2005) noted that in an organizational setting, leadership and management cannot be separated. Instead, the two complement each other, with their interaction being influenced by an employee’s role in the management hierarchy, their ability as well as their bias towards each sub process. While in the past a difference between the two could be made, recent times call for integration of leadership in management. Instead of organizing people, assgning tasks and ensuring they are done (as was the case there before), modern managers must organize workers to not only ensure efficiency, but also nurture skills, develop their talents, as well as inspire results. This, therefore, calls for managers to be leaders. New Trends in Management PricewaterhouseCoopers (2008) stated that to achieve success, an organization must be structured such that it is flexible, easily adaptable to change, more networked as well as being less hierarchal. (p. 6). Traditionally, management was associated with control and command. The days of rigid bureaucracy where the status quo was the order of the day in organizations are being overtaken by a new approach of leadership which is seen to be democratic and where top managers and junior staff belong to a team. In fact, Bratton, Nelson, & Grint (2005) noted that terms like subordinate and junior employees are being replaced by friendlier ones like team member or associate. Due to the fact that globalization has led to a decline in the pool of unique talents and skilled labor, managers are now seeing the need to use their employees’ abilities in the best way possible. As opposed to the previous management style of control and command, managers are now taking time to study employees as well as liaise with them in the quest to fit them in roles in which they are best suited. To survive in the existing and future global environments, managers must align their style of management such that it fits into the demands of the existing business environment. Self Assessment In order for managers to conform to the new demands, there is need for them to do a self assessment so as to determine their abilities and character, and in turn, look at ways in which to improve. This is not only important for making them better managers, but also good leaders. Self assesment in this case involves determining aspects that define one’s self with an intention of self enhancement (Sedikides, 1993). In that regard, I did a self assesment test in order to understand my attributes and look at what to improve on in order to become a better manager. Organizational Structure and Design McNamara (2012) defined an organization as ‘a person or group of people intentionally organized to accomplish an overall, common goal or set of goals’ (p.2). An organizational structure and design refers to how an organization’s departments, aspects, processes, functions and strategies are intergreted (Stewart & Rodgers, 2012). Review of Findings In the test for organizational structure and design I got a score of 64. In this test, scores of above 60 suggest that one prefers a mechanistic organizational design to an organic design. On the other hand, scores below 45 indicate a preference for an organic design. This is against the current trend which has seen organizations digress towards organic designs. Organic designs are more team oriented and more flexible. As per the results, I am more comfortable working in an organization with rigid rules and regulations and boss- centred leadership. Analysis An organization’s structure impacts a manager’s decision making process. In an organization where there is open communication between top managers and junior employees, information flow is easier. Therefore, managers make timely decisions based on the information they get. In rigid and bureaucratic systems, information flow is slow hence decisions are delayed. Secondly, organizational structure influences flexibility. Managers are required to anticipate, embrace and react quickly to market changes. In structures where flexibility in terms of decision making is possible, reaction to market changes is easy. However, in rigid structures, decisions and proposals must be analyzed at various management levels before a final decision is arrived at, hence responses are delayed. Additionally, in a decentralized system, respective managers are allowed to make autonomous decisions in response to problems within their departments. Finally, it is easier for managers to effect changes like process adjustments and expansions. A simple structure makes effecting change easy. However, in complex organizations, making changes becomes hard because aligning all the departments to new systems is difficult. In addition, factors like conflicting interests and resistance to culture change come into play. Tom Burns’ Mechanistic and Organismic Structure Tom Burns, in his studies, observed that organizational structure and design was greatly influenced by the need for businesses to meet new challenges. These challenges required organizations to conform to environmental changes, for example, a need to incorporate new technology. According to Burns, organizations tended to conform by adopting two types of organizational structure, including organismic and mechanistic. Mechanistic Structure My test results showed that I am best suited to a mechanistic organizational structure. This structure is favored because of its relative stability in terms of the environmental conditions in which it functions. It also conforms to scientific and bureaucratic management models. In this type of structure, functions are broken down into specialist tasks and are clearly defined. In such a design, workers do their work as outlined without a clear understanding of the product. Employee’s roles are clearly set out and work is supervised by superiors. It is also characterized by centralization, rigid communication networks, formality and increased departmentalization. The reason why I fit into this type of organization structure is that I believe there should be clear job descriptions for all jobs; clear rules and regulations, as well as clear centres of authority and command. Though this structure hampers flexibility, it is crucial for complex organizations. This is because it creates autonomous divisions guided by various considerations, including products, customers, geographical location among others. The autonomy of such divisions gives room for adaptability while still maintaining functional control. In addition, it helps reduce management costs since it uses a triangular management structure. Reflection My suitability to such an organization structure is a show of rigidity. I like working with clearly outlined protocols and clear centres of power. I have a preference for the command and control style of management, and I would be a good choice for stable industries where companies need efficiency and steadiness. However, I would not fit well in organization structures that emphasize on working in teams, democracy and having managers make autonomous decisions. Action Plan The current global markets are shifting from the authoritarian and bureaucratic management style and structure. To meet the current demands, I need to start learning team work skills. This can be done gradually by first learning to trust others, viewing subordinates as colleagues who equally contribute to the organization’s success, listening to opinions and encouraging open communication with subordinates in order to build trust. Managing Change and Innovation Review of Findings I scored 67 points in the tolerance for change test. Higher scores in this test indicate a higher ability to tolerate change. A score of 67 out of the maximum 112 point is average. This is an indication of a moderate likelihood of accepting change. This score indicates that I am likely to welcome or reject change depending on its potential benefit, more so at an individual level. Analysis Organization culture refers to the established ways or traditional way of doing business within an organization. In an attempt to fit into the demands of the global environment, some leaders may realize that behavior change may need to go hand in hand with the change in organizational culture. However, such changes may not always be welcome as some people within an organization may resist change in favor of established ways (Landrum, Howell, & Paris, 2000). Similarly, Amoros and Tippelt (2012) identified change management as one of the major challenges faced by modern businesses. With change, factors like conflicting interests and resistance to culture change come into play. In addition, change can bring intense shake ups that could even lead to loss of jobs. For that reason, it is important that organizational leaders understand the nature of change, its purpose and ways of managing the effects of change. It is the duty of change managers to properly manage change or transitions. This can only be done by introducing change gradually while making other employees understand the need for change, as well as helping them understand and be part of visions. The Stage Theory of Change The stage theory of change states that change occurs after the identification of a problem, the decision to adopt innovation in order to address it, implementation by modifying the organization’s structure such that it accommodates the change and finally institutionalizing it or making it part of the organization’s culture (Butterfos, Kelge & Fancisco, 2008). Therefore, it is imperative that employees see the introduction of change as a way of solving problems within an organization rather than as a cause for alarm. Reflection The score of 67 out of the maximum 112 points is an indication of a moderate likelihood of accepting change. This score indicates that I am likely to welcome or reject change depending on its potential benefit, more so at an individual level. Action Plan Amoros & Tippelt also noted that, with globalization, change is inevitable. However, the need for change does not only occur at the organizational level, but also at the individual level. At the individual level, change poses a threat to job security and status. One must keep re-discovering and adding value to him/herself so as to align him/herself with the new demands. Therefore, I need to learn to embrace change and to face change with an open mind, rather than accepting only what suits me. Trustworthiness Review of Findings In the test for how trustworthy I am, I scored 59 points. A score of 45 and above shows that a person is likely to be trusted while below 27, one is not likely to be trusted. Therefore, peers are likely to develop trust in me. Analysis As opposed to the traditional dictatorial style of leadership, it is being realized that the best way to keep an organization moving forward is by leaders building trust with their associates as well as showing confidence in them. It is also imperative that an organization’s leadership maintains frequent, genuine and clear communication with the rest of the team. As a manager or leader, it is imperative to show a certain level of confidence in subordinates by allowing them to participate in decision making. Due to the fact that globalization has led to a decline in the pool of unique talents and skilled labor, leaders are now seeing the need to use their employees’ abilities in the best way possible (Northouse, 2013). As opposed to the previous leadership style of control and command, leaders are now taking time to study employees as well as liaise with them in the quest to fit them in roles in which they are best suited. Trust Development Theory Tomlinson (2003) stated that the early theories on trust portrayed it as a uni-dimensional phenomenon which serves to strengthen or weaken a relationship. Currently, trust is thought to have a contiinum of hierachial stages, where it grows to higher stages of strength, resilience and change in character. In early stages, individuals are more concerned with how the other party is likely to respond to a situation basing on the rewards of being trustworthy and the cons of untrustworthy behavior. Therefore, at this level, behavior is regulated by possible consequences, where benefits of remaining in a relationship determine its stability. In the final stage, parties get a deeper understanding of each other as a result of repeated interactions leading to trust building and the development of a strong emotional bond. Reflection The fact that my score shows that I am likely to be trusted means that other employees, even those in junior levels are more likely to confide in me, share opinions and even criticize where necessary. This is important for team building. However, despite these results, there can only be room for improvement. Action Plan Understanding one’s employees requires the formation of close bonds. As subordinates develop trust in their leaders, the ease with which they share ideas and concerns with the managers increases. This is critical for team building, and acts as a motivation for employees to utilize their skills the best way possible. It is recommended that leaders increase their trustworthiness by being more open, giving generous credits to peers, speaking their mind, being fair in judgment, telling the truth and keeping promises. I, therefore, need to continue improving on the current score by maintaining frequent, genuine and clear communication with workmates at all levels as well as showing confidence in junior- level employees by giving them a chance to develop their skills in decision making, as well as explore their creativity. Working in Groups and Team Work Review of Findings In the test to asses my attitude to working in a group, I scored a total of 28 points. Scores above 36 indicates that one enjoys working in groups, that is, a team player and scores below 18 indicates that one enjoys working alone. Therefore, I am not a team player because 28 is an average score. Analysis The ability to tolerate workmates and divergent views is one of the skills that employers look out for (Weaver, 2013). This is largely due to the current emphasis on the need for employees to work as a team. In most cases, tasks in the workplace are assigned to teams of varying sizes. Team members must learn to respect differing opinions, analyze them and finally, pick the best approaches to problem solving. Conflict resolution within the group, the importance of agreeing with popular ideas and the role of positive criticism are crucial for team stability. Team work is important because different members have different talents. Each member, therefore, makes a contribution depending on their abilities. Besides these, task allocation to various group members ensures that work is completed in time. Team Work Theory Tuckman’s theory on group formation has been widely used to describe how teams work. In the initial stage, team members take time to try and figure out their place in the group by sizing others up. This is called the forming stage which is followed by the storming stage. In this second stage, members start to view themselves as part of the team but end up challenging each other on how things should be done. In this case, there could be some loss of focus. After this, the group goes to the norming stage where members realize that they have a task to be completed, and therefore, lay ground rules on how to complete it. The final stage is the performing stage where concerted effort helps in completing the task at hand. This theory has been important in explaining the causes of conflicts in groups and how the groups evolve to overcome the conflicts. Reflection My results mean that I cannot be judged as not being a team player, neither can I be said to be a team player. This shows that I have mixed feelings towards working in groups. According to the result interpretation, I need to look at the benefits of working in groups as they improve feelings of inclusion and comradeship among the participants. Action Plan I need to start by analyzing the reasons that make team work seem appealing to me, as well as those that make me dislike it. From the Tuckman’s theory, the reason why I may not perform well in groups is because I do not move on from the forming and storming stages, most likely due to poor interpersonal skills. Therefore, I need to improve on how I interact with others, appreciate the need for conflicting opinions, personalities, attitudes and approaches and then learn how to accommodate these for the sake of building fruitful relationships with colleagues. Conclusion The current global market is characterized by very high competition. In addition, approaches to organization management are changing in order to align businesses with changing demands. These changes do not only affect businesses, but also individual employees. To survive in the existing and future global environments, managers must align their styles of management such that they fits into the demands of the existing business environment. This is because high expectations are placed on managers, who must, in turn, find the best practices to meeting goals. The first step to doing this is carrying out a self assessment, so as to determine one’s nature and attributes. Knowing this will definitely help managers know how best they are suited to their positions, and what they should do to improve their abilities. Reference List Amoros, A., & Tippelt, R., 2012. Managing Change and Innovation: A Challenge for Modern Organizations. Federal Ministry for Economic Cooperation and Development. Mannheim: Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ). Bratton, J., Nelson, D. L., & Grint, K., 2005. Introduction to Leadership. In J. Bratton, D. L. Landrum, N., Howell, J., & Paris, L., 2000. Leadership for Strategic Change. The Leadership and Organization Development Journal , 21 (3), 150-156. Butterfoss, F. D., Kelger, M. C. & Fancisco, V. T., 2008. Mobilizing Organizations for Health Promotion: Theories of Organizational Change. In K. M. Glanz, Bk. K. Rimer& K. Viswanath(Eds.), Health behavior and health education: Theory, research, and practice (Chapter 15), 4thEdition, San Francisco, California: Jossey-Bass. McNamara, C., 2012. Basic Defination of Organization. Retrieved February 2, 2015, from Free Management Library: http://managementhelp.org/organizations/definition.htm#anchor424230 Murray, A., 2010. The Wall Street Journal Essential Guide to Management: Lasting Lessons from the Best Leadership Minds of Our Time. New York: Harper Business. Nelson, & K. Grint, Organizational Leadership (pp. 2-26). Mason: Thomson Publishers. Northouse, P., 2013. Leadership: Theory and Practice. Los Angeles: Sage Publications. PricewaterhouseCoopers. (2008, April). How leadership must change to meet the future. Retrieved September 19, 2014, from pwc Website: http://www.pwc.com/us/en/people-management/publications/how-leadership-meet-future-change.jhtml Sedikides, C., 1993. Assessment, enhancement, and verification determinants of the self-evaluation process. Journal of Personality and Social Psychology , 317-338. Stewart, J., & Rodgers, P., 2012. Developing people and organizations. Journal of Leadership Studies, 88 (3), 127-133. Tomlinson, E. (2003, December). Trust and Trust Building. Retrieved February 3, 2015, from Beyond Interactability: http://www.beyondintractability.org/essay/trust-building Weaver, L. (2013, March 21). Home: The Association of International Accountants. Retrieved October 12, 2014, from The Association of International Accountants Website: http://www.aiaworldwide.com/working-accounting-and-finance-teams Read More