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Personality traits of employees and managers
Personality differences in the workplace
Personality differences in the workplace
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Question 1: The organizational structure of WL Gore is an organic model with the matrix/team structure that follows their innovations strategy. This structure influences their innovation strategy, chain of command, span of control and decentralization of processes and decision-making. WL Gore has done a great job of creating a profitable, innovative company. As a flat organization they have higher participation using an organic model (555) with cross-functional teams that have wide spans of control. This includes the free-flow of information, low formalization, and decentralization that provides for faster decisions from cross-hierarchal teams. The team/matrix structure combines functionality and product resources. This also creates generalists rather than specialists to share product resources and allows for timely completion of products closer to budget with less duplication of activities. Decentralization creates a chain of command from the team directly to the final decision maker with a lower span of control. In addition, their innovation strategy promotes unique, meaningful innovations that empower employees to introduce new products to their teams for possible manufacturing. The team/matrix structure within this organic model clearly creates product innovation, job satisfaction, across the board high profits and lower costs. This is a result of the organic model with a team/matrix structure influenced by their innovation strategy. Question 2: The lack of hierarchy in the Gore organization would best suit employees with a high core self-evaluation. In addition, employees would possess most if not all of the Big Five factors. The combination of these personality traits in employees will he... ... middle of paper ... ...h the bureaucracy of larger organizations. The fact that most of Gore employees are generalists may prompt them to create relationships with consultants, contractors, or external companies with their own type of work specialization. These relationships may also be created, designed, or developed depending on the level of technology needed by Gore as well. In conclusion, the Gore organization design may help create various types of relationships with external companies. Those relationships will vary greatly depending on the resources needed, work specialties required, personalities of the personnel involved as well as the level of technology needed or used by Gore or their external companies. Works Cited Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Secondly, CP should incorporate a more flexible environment using an organic structure while incorporating a horizontal approach that will allow them to delegate authority and responsibility. The organic structure would require CP to “depend heavily on an informal structure of employee networks. Astute managers are keenly aware of these interactions, and they encourage employees to work more as teammates than as subordinates who take orders from the boss”
Finally, we have to admit that there are no blade edge differences in organizational structures. A highly mechanistic organization may adopt some organic structure if it needs. For example, an organization may have a strictly formalized finance and human resources divisions while having an innovative marketing and product development divisions. Based on changing needs, a balanced between mechanistic structure and organic structure will help organization control its organizational assets, devise its tactical and strategic plans, and as a result, increase market share while gaining competitive advantage over its competitors.
Organizational culture at W.L.Gore & Associates can be described from the aspects of shared social knowledge within the organization from rules, norms and values that shaped attitude and behavior of its employees. When we look at the design of organizational structure at WL Gore & Associates Company, this is a company without any hierarchy or conventional structures, from the view of organizational ethics there is no formal code of ethics or a companywide mission statement. The business units under the W.L gore were also not required to have any code of ethics or mission statement .The people in the organization operated under a un-management style lattice structure.
W.L. Gore & Associates differ from other organizations because they work as self-managed teams without a supervisor; each team member is responsible to each one of their team members and to the group as a whole (W.L. Gore & Associates, 2011). Gore & Associates organization is very unique, because it does not function like a traditional organization (W.L. Gore & Associates). For instance, there are no chains of commands, they don’t follow a typical organizational chart, and there is no direct line of communication (W.L. Gore & Associates).
Bill Gore is a primary example of a unique, yet successful, approach on structuring his business using a lattice system. Lattice systems are organized to promote ingenuity and performance without hierarchy of authority (Grant, 2010, p. 412). Gore’s intent was to create an environment with self-managed associates pursuing personal commitments and working together to achieve diverse innovations (p. 412). The success of W.L. Gore & Associates exercising a lattice system structure has been admirable but this system has adverse effects including confusion of how an associate is paid for his contributions. In addition to maintaining Gore’s core vision to promote ingenuity and performance without hierarchy of authority, a compensation plan should be implemented relevant to qualifications, expertise and performance.
Philips brothers set a precedent for the cross-functional coordination. NO’s management structure mimicked the leadership of Philips brothers. A technical manager and a commercial manager led an organization and they had a cross-divisional coordination. The culture permeated the organization and at each level of management. In effect, the culture promoted functional neo-matrix structures within NOs.
Organizational structure is one of the three key organizational assets that could contribute to the effectiveness of operations of any organization (Zheng, Yan and Mclean 2009) It is joined together by different flows of information, decision processes, hierarchy of authority, specialization and working materials. (Enz 2009; Mintzberg 1980) Furthermore, it also determines the operating workflow, control of information, decision-making in the organization and the line authority (Mintzberg 1980). The facets of the organizational structure, the relationships that exist within it, and how the business processes (Bititci et al 2011) are controlled, determine the managerial style that should be utilized in addition to the strategies the organization could implement. Going further, a company’s organizational design and the parts that constitute it are seen as a contributing factor to superior performance, which ultimately provide an organization with competitive advantage over its competitors. (Enz 2009; Zheng, Yang, and Mclean 2009)
Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw- Hill/Irwin. pp. 406- 441.
1. What is it about the Gore organizational culture that keeps it a leader in innovation and creativity?
Most organizations fall under one of three organizational designs: simple structure, bureaucracy and matrix structure. The organizational design of a company suggests who makes executive decisions and how they are enforced. The organizational design is typically decided based on the size of the company and market place.
Matrix structure is first introduced in the aerospace industry in the 1960s and become one of the popular organizational design options in today’s business and industry (Derven & Alexandria, 2010). Burns and Wholey (1993) poinited out that matrix structure were used in advertising agencies, aerospace firms, research and development laboratories, hospitals, government agencies, and universities. Matrix structure is the combination of two or more different structures and take the advantages of the pure functional structure and the product organizational structure (Robbins & Judge, 2011, p. 497). The employees in the matrix may have two bosses: their functional department managers and their product managers. For example, all engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a project manager while working on that project. In many organizations, a matrix structure is implemented to address the requirement to do more with less and become more agile. The matrix structure, which focuses on horizontal as well as vertical management, has become more widespread as a result of globalization and the...
...small, voluntary teams that come together over a commitment to a certain project, whereas Columbia designates functional departmentalization. These teams communicate quite differently, but both place high importance on ability to communicate. These differences, therefore, does not necessarily impact the effectiveness of communication and thus productivity. Gore and Columbia have each proved to be quite productive, and extremely innovative, indicating that the organizational structure employed is not indicative of whether or not a company will be successful. The structures employed allow for innovation, which facilitates their competitive advantages in the changing environment. We have found that while the organizational structure impacts productivity, neither structure proves to be “better” in the case of Gore and Columbia, as both remain innovative and productive.
...ctional manager which means they have divided loyalty and must keep balanced. Employees are shifted from team to team depending on where their talents are most needed at any given time. This makes the matrix structure organic rather than mechanistic in nature.
Business structure is a critical factor to determine a company 's success or failure. Generally, larger organization has a more complex organizational structure. In the case of H&M, they had adopted matrix structure, one of the traditional organizational structure, into their business. As shown in figure 1, range of functional groups is listed horizontally across the table and on the other is product/task with a manager taking control of each. The functional structure is divided
Organizations must operate within structures that allow them to perform at their best within their given environments. According to theorists T. Burns and G.M Stalker (1961), organizations require structures that will allow them to adapt and react to changes in the environment (Mechanistic vs Organic Structures, 2009). Toyota Company’s corporate structure is spelt out as one where the management team and employees conduct operations and make decisions through a system of checks and balances.