Organizational Structure Problem - Essay Example

Introduction In large manufacturing organizations there are many dynamics which must be considered in the management of departmental staff as well as the interaction of the individuals and groups within the department, especially if there is a new manager who must join the organization and department and become a successful part of the process. In this case the manufacturing organization has hired a new manager who lacks in-depth knowledge and skills required in the operations department, therefore she must win the trust and support of her new staff in order to manage and lead the department. To do so she must look beyond the surface issues -- resistant to her presence and management style, resentment because she does not have any experience or skills required to work in the department and her new staff is not ready and willing to assist her in understanding the workflow process, policies and procedures of the department. Any change in an organization means there is disruption in the workflow process, communication flow and resistance and shifts in the moral. Bolman & Deal defined said that “… change disrupts existing roles and working relationships, producing confusion and uncertainty. Structural patterns need to be revised and realigned to support the new direction…causes loss of meaning for people on the receiving end of change.” (2003, p. 339) In a family owned and managed manufacturing organization such as the one in the case, we find that the culture and the organizational structure dictates how and when change will be acknowledged and accepted by all. Therefore the organizational structure is defined as a hybrid -- simple and divisionalized form, in which power and direction of leadership come from the bottom up and it is based on major divisions of labor between members/staff on the line. In this organization management observes at a distance and allows the staff to produce, interact and communicate among themselves. There are specific expectation and roles as well as policies and procedures among the staff and they govern as well as dictate the level(s) of success the organization achieves. According to Bolman & Deal (2003) in organizations “Structure provides clarity, predictability, and security. Formal roles prescribe duties and outline how work is to be performed. Policies and standard operating procedures synchronize diverse efforts into well-coordinated programs.” (p.324) The firm is more dependent on the knowledge and skill sets of its workers (staff) than on their ability to managed and direct the organization, therefore to have consistent and successful textile products to market, they are lax in organizational structure. The culture also based on interactions, communication and relationships between intra and interdepartmental workgroups, because they determine how information flows into, between and outside of departments throughout the organization. The scales provide barometric measurement of acceptance, resistance and other readings to changes in the organizational environment, which further influences code(s) of behavior and conduct in the organizational culture and sub-culture. This hybrid organizational structure means that the workgroups has power over production, interpersonal relationship(s) and training and rely on fixed roles to control the organization’s workflow process (es) and output as well as the technical and human resources. The interaction, reporting and other forms of communication among the members of the workgroup dictates the amount of sharing in knowledge and skills; therefore they also drive the flow of the organization’s production and require management to give them greater control in all areas. This organizational structure has limited action in strategic planning, forecasting, financial planning and management, as well as industry savvy to understand market changes and other implications. Selective decentralize organizational structure aptly describes this organization, because of the obvious control and power the staff has over the flow of the organization and other areas of strategic importance. The culture and sub-cultures although a very diverse, have a deep seeded bond with the owner/family which explains their attitude towards their protectiveness of the knowledge and skill level they have cultivated over the years of service. The staff understands how important their input is to the overall success of the firm. The case provides many situations which require in-depth analysis from all angles and possibilities for the best solution by salvaging and fortifying relationships through various methodologies based on the framing. These relationships must be developed and strengthened to continue the on-going process of organizational development, prosperity and growth. The current trend in the United States (US) market has been upbeat, causing an increase in the demand for textile goods; therefore this must be the motivating factor which drives the new manager to find solutions. She had been hired to provide guidance and direction and to move her team forward in a successful and progressive mode due to the slump in the firm’s market in the last fifteen (15) years. Proactive solution(s) must be developed which allows the firm to face their current situation(s) and move beyond by gaining successful and growth filled competitive ground in the industry. Overview of Organization Problem The family owned and operated textile manufacturing organization in the case has a deep dependency on the staff’s ability to produce the goods which sustains their success in the industry. Although, the organization is owned and “managed” by the family, the real managers’ are the workers, who determine levels of production, interaction and communication as well as the culture and strategic growth and prosperity of the organization through a bottom up organizational communications process. Any changes or shifts in the workgroup’s environment causes various levels of reaction to acclimate them to the change(s) and requires acknowledgement, acceptance, integration and collaboration in order to respond and move forward. “Changing inevitably creates conflict. It spawns a hotly contested tug-of-war to determine winners and losers. Some individuals and groups support the changes; others are dead set against them. Too often, conflicts submerge and smolder beneath the surface. Occasionally, they burst into the open as outbreaks of unregulated warfare.” (Bolman & Deal, 2003, p. 325) A newly hired manager presents such a disruption to the organization’s environment and therefore is seen as a threat to the norm. In order to assuage these ideas or feeling by the staff, the new manager must impress on them that her presence is not a threat to their livelihood or their status at the firm and at the same time provide a forum and platform for collaboration and inclusion. “Formal distribution of authority lets everyone know who is in charge, when, and over what.” (Bolman & Deal, 2003, p. 324) The main objective of the newly hired manager is to understand and gain the confidence of her staff, through negotiation, respect and outreach -- open door policy and interaction. This approach will allow her to learn the manufacturing of textile and effectively motivate and lead the workgroup. She must assess and thoroughly lend herself to understanding the dynamics of the relationship the staff has with each other, the firm and most importantly her. It will also smooth out any upheaval and resistance as well as assure them that they are a vital part of the department’s and organization’s success. On the surface it appears that the reason the staff is unwilling to accepting of the new manager is because she is African American and does not have the skills and knowledge of textile production/manufacturing. It is however important that the staff, collectively embrace, understand and work with the manager to overcome these shortcomings. After all the staff is the strength of the organization and very vital to its success in the production of textiles. Collaborative efforts between the staff and the new manager determine effective and efficient delivery of goods and services as well as the success of the company. Framing Organizational Problems In any organization, change whether drastic or modest causes conflict in response to what most participants would consider a threat to their livelihood and ability to survive, therefore, these issues must be identified and analyzed in order to propose measures that will alleviate and solve/resolve the real or imaginary problems. The many perceptions and expectations on both sides must also be debunked and put in its proper context or discarded to provide an effective and efficient work environment of collaboration and cooperation across the board. Structural There is a fixed division of labor at the textile manufacturer, where managers and staff/employees have defined roles and responsibilities; therefore each participant in the organizational process clearly understands his and her roles and knows boundaries. Managers in this organization are more concerned with administrative and upper managerial tasks and less hands on with the production and daily operational issues. On the other hand the workgroups or staff has their goals and expected results -- production of quality textile products -- based on their knowledge, skills and dedication to the process. Therefore any shifts or changes in roles or production processes would mean a total disruption of the workflow. The cooperation and willingness to work with the new manager is not apparent in the case, because of the pervasive resentment to teach her anything about the job and work process. The ability to make decisions especially the right decision for the common good -- effective and efficient production of textile products -- is not in line with the rest of the organization’s goal(s) or strategic initiative(s). Human Resources In the Human Resource framework the workgroup/staff is not attempting to come together and work with the new manager to resolve issues and become acquainted with each other’s strengths, weaknesses, knowledgeable and skills. Each participant -- new manager and staff – is not fully aware of what they are to bring to the table and how important they are to the success of the organization’s goal(s) and strategic initiative(s) aware of the needs for successful production of textile. Although the staff is a close nit group, they are not open to communicating with the new manager. The roles of each participant are required in order to define their contribution to the work flow process and success of the textile manufacturing organization. Political The staff’s ability to influence production, communication and interaction through out the organization provides a great deal of political power, although this power should not influence the strategic initiatives of the organization. The resentment by the staff of the new manager is not facilitating the forum or platform where they can air and discuss conflicts, miscommunications, expectations, etc. These participants are not confident that they are a valid part of the organization and must find common ground and openness to resolve their issues instead of feeling that change is being “forced” on them. Symbolic Symbolic rituals in the department and organization are not inclusive of new participants, not is there any allowance for acceptance and change. The integration and respect for what each participant represents is important to validate the department and each member of the department -- staff and new manager. All employees currently do not understand their value, responsibility and level of accountability; therefore they are unwilling to work with each other to achieve success in producing textiles. Reframing Organizational Problems The questions and issues are related to the organizational structure and the relationships between all participants, it is what drives the success in strategic initiative(s), human and technological resources, loyalty and longevity. “Extreme scarcity fosters conflict that quickly exceeds the capacity of existing authority systems.” (Bolman & Deal, 2003, p. 273) In order to ensure these successes we must look at the organizational infrastructure and culture to determine what can be done to move all participants to a level and place of confidence, openness, responsibility and accountability. A supportive and open organizational environment requires that all participants embrace diversity in each other and are willing to work together to resolve differences, conflicts and changes. Interaction with each other and relationship building among employees on every level of the organization provides the forum and foundation needed to successfully. Accommodation, acceptance, forums and guidelines are keys in reframing and addressing organizational problems and moving towards resolution of the issues at the textile manufacturing company. Implementing quality circles of change will motivate and encourage the staff to interact more with the manager. This provides a level of trust and respect required to move forward beyond the doubts and fears derived from fear and resentment of the new manager and further motivating and empowering employees through increase participation and encouragement to work together. Providing an open door policy and laying an empathic atmosphere fosters a more trusting and open environment, where everyone feels important and validated. Bolman & Deal (2003) emphasized that “Effective change requires a well-orchestrated, integrated design that responds to needs for learning, realignment, negotiation, and grieving.” (p. 339) Integrating the Frames The framing of the situations presented in the case indicated that there are hybrid issues or overlaps should be integration of the all the frames to allow inclusion, openness and growth. We will now review each frame to determine the best frame(s) to apply to the situation in the textile manufacturer case. Bolman & Deal (2003, p. 273) indicated that structural frame “… fits situations in the middle. Structure imposes limits on available options, which in turn implies conditions of moderate scarcity.” Although there is a hierarchical structure to management, there is also an almost symbiotic relationship with a parallel structure for the staff. This frame is not a dominant frame, but is does exist and has helped to understand some of the problems the new manager faced -- lack of support from the staff in not having “wider” support from her peers and the higher ups. In the Human Resources frame full participation, pooling of resources, open forums and cooperation is required to have a successful organizational structure. All participants must be committed to the process in order to move forward and informal and formal roles between the manager and the staff and the department and the organization. A willingness to openly communicated and understand each other is required to remove the fears and resistance that has developed with the newly appointed novice, the manager to the department of loyal and seasoned veterans. Bolman & Deal reminded us that “Human resources approaches to organizational improvement -- such as training, job enrichment, and participation -- need support from the top to be successful.” (2003, p. 273) The Political Frame as it relates to this case requires a forum where all participants can be validated and are able to communicate their views and perceptions. The new manager must become aware of and learn about the roles and boundaries of the staff, in order to appropriately address how she will manage and exercise her power. It is not about an autocratic rule, but the embrace and respect of coalitions and power structures within the workgroups (staff). According to Bolman & Deal (2003) “The political frame, in contrast, fits well for making change from bottom up. Because partisans – bottom-up change agents – rarely have much formal clout, they must find other bases of power.” (p. 273) The symbolic frame is not very apparent, because the communications and organizational culture was closed. It did not have any formal structure for reporting or engaging in forums or reporting so that everyone had a point and/or person(s) of reference. Choosing a Frame “Organizational life is full of simultaneous events that can be interpreted in a variety of ways… Multiple realities produce confusion and conflict when individuals view the same events through different lenses.” (Bolman & Deal, 2003, p. 266) In consideration of the all the issues presented in this case and the definition of each frame requires that all participants are involved in a growth filled, functional and purposeful process which opens up communication and builds relationships. These frames -- structural, human resources, political and symbolic -- have overlapping attributes as they applied to the case. Bolman & Deal (2003, p. 270) concluded that “For different times and situations, one perspective may be more helpful that others. At strategic crossroads, a rational process focused on gathering and analyzing information may be exactly what is needed. At other times, developing commitment or building a power base may be more critical.” Openness, willingness to participate and tolerance are very important to the successful relationship of the new manager and her staff. Therefore the Human Resource frame is considered the most applicable of the organizational processes. “… without support, training, and chances to participate in the change process, people become a powerful anchor, making forward motion almost impossible.” (Bolman & Deal, 2003, p. 339) The ability to work collaboratively and to review and create new processes, routines and defined roles, as well as having open forum to address and discuss issues without fear and/or threat is important to a successful organization. References Bolman, L. G., & Deal, T. E. (2003). Reframing Organizations: Artistry, Choice, and Leadership. San Francisco: Jossey‑Bass. Read More