An organization is set up to generate the results and behaviors that it is currently producing in order to change the unwanted behavior or results management must make changes to the organization’s system. To properly evaluate the Fleet department, management will need to utilize systems theory by individually examining all subsystems include personnel, department structure, equipment etc. while establishing how each component affects the department or system as a whole (Caldwell, 2012). We will also be using the six box organizational model that was created by Marvin Weisord. The Six Box Organizational Model contains six-variables they include purpose, structure, rewards, helpful mechanisms, relationships and leadership (Stahl, 1997). …show more content…
This is actually a problem that Fleet encounters because we continue to hire clerical personnel, but we are not adding to our mechanical work force even as their workload has doubled. The second step in the six box organizational model is structure, which is referring to how the work is divided up (Palmer, Dunford, & Akin, 2009). This is a major problem for fleet beginning with the way the organizational chart is set up, the way work is divided up and assigned, and people being in positions that do not correspond with their skill level or knowledge. These are only a few of the structural issues that Fleet is facing and due to the length of this paper only a small portion of the organizational chart will be covered in this paper. The third step is rewards, which refer to incentives such as bonuses Entergy currently provides incentive packages, but they are not based on individual departments are single individuals they are based off multiple departments results. The fourth step is helpful mechanism, which refers to the ability to be able to adequately coordinate with technology (Stahl, 1997). This is a major issue because Entergy has multiple systems and very few of them communicate …show more content…
These problems are related directly and in directly to the department’s structure and leadership. Most of the symptoms that are being displayed can be found in either one or the other superintendent’s area. The southern superintendent’s area has several symptoms that are becoming visible to others they include multiple mechanics who are forbidden from service yards and will never be allowed to return. These mechanics are being banned for their rude attitudes, lack of knowledge and refusal to perform repairs. A second symptom is the lack of adequate knowledge and ability to repair common equipment issues including basic electrical. Several mechanics are showing their lack of knowledge as well as little to no ambition to learn to adequately operate Cummins, Ford, and Freightliner software. In order to be able to repair and maintain units they must learn to uses this software. In the southern territory mechanics are not able to keep up with work request or perform complex work in a timely fashion. This area also has the negative attitude that everything is a problem and someone else needs to figure out how to resolve the problem. They have very negative attitudes; they fight any change and never try to resolve their own
In any organization, effective management is difficult to achieve and maintain. Analyzing organizations from multiple perspectives allows people to better understand the system and potential issues involved and to identify solutions. Bolman and Deal utilize a four-frame approach focusing on the structural frame, human resource frame, political frame, and symbolic frame.1
In order to rectify the problems in the departments we are going to apply different theories as to how the department may change for the better, we shall look mainly at the goal theory, Maslow's hierarchy of needs, and also Hertzberg and Mayo.
For this assignment we will discuss some theories on organizational change learned during this class and how they relate to the case study of NASA (The Challenger and Columbia Shuttle Disaster). First we will look the images of managing change used by NASA in the case study. Then we will discuss the types of change(s) NASA under took. Next we will look at some of the challenges of change that NASA faced. Next we will discuss some of the resistance to change that NASA dealt with. Then we look at how NASA implemented change. Next we will discuss vision and change and the impact in the case study. Finally we will discuss sustaining change as it relates to the changes implemented by NASA in the case study.
Everyone deals with these demands differently, affecting the employee’s quality of life and job satisfaction. Though the job and office types and locations have changed over the years, the need for job satisfaction has not. In today’s economy, the job is not as stable as it used to be. One must be prepared for changes in the future. The structural-functional analysis of jobs in the U.S. is governed by the workforce stratification and technology.
Kanki, B., Helmreich, R., & Anca, J. (2010). Crew resource management. (2nd ed.). Boston: Academic Press. Retrieved from http://site.ebrary.com.ezproxy.libproxy.db.erau.edu/lib/erau/docDetail.action?docID=10378827
Departmentalization is a method of subdividing work and workers into separate organizational units that take responsibility for completing particular tasks. Dakkota Integrated Systems is structured using functional departmentalization. There are seven main departments with six distinct organizational groups. The Engineering, Quality, Materials, Operations, HR and Accounting departments stand on their own, while the IT group is nested within the Accounting department and reports to its manager. This current structuring has worked well for Dakkota in the last seven years of operations, due to a couple of main benefits. Each department has been able to focus and develop its employee’s skillset to a high level of competency. This allows a wide range of projects and complex problems to be handled by a relatively small number of employees within the department. Furthering that advantage, is that the skill level of each individual employee within a depart...
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.
Business operations would become unsustainable as the company is too top-heavy. For example, in the environmental cleaning industry, as general cleaners upgrade themselves, increase their productivity, earn higher wages and get promoted, they will eventually be reach the highest rung of a supervisor. A lack of regulation towards managing human resources and careless business organization can lead to the presence of too many supervisors and few general cleaners doing actual work. Such business disorganization deprives companies from proper allocation of manpower and can cause a company’s eventual downfall. This challenge, brought about by the need for career progression as warranted by the PWM, lacks a concrete solution as there is an absence of governmental power to intervene in the structuring of business organizations. However, the internal human resource departments of the various businesses can regulate their promotion policies and alter the job scopes of the respective rungs, such as designating supervisors to perform a balance of both managerial and manual labour, to ensure balanced job
The lack of success at Omega, Inc. rested in the hands of an incompetent sales staff who were not informed of the company’s mission statement and goals. The staff received limited training on the jobs they were to perform. Omega was faced with the challenge of getting the employees to achieve their sales quotas. According to (Aguinis, 2007), “There are two important prerequisites required before a performance management system is implemented: knowledge of the organization’s mission and strategic goals and knowledge of the job in question.” The benefit of superior knowledge of the organization combined with clear and agreed upon mission and strategic goals of their unit would afford employees the opportunity to make contributions that will have a positive impact on the organization as a whole. In addition, one must possess the knowledge of the job in question to execute the tasks necessary to be done and how they should be done. This knowledge is obtained through a job analysis. Omega failed to implement strategic planning throughout all the franchises. According to Aguinis (2007), “Strategic planning allows an organizati...
...t just helping organization from current to future way but it is more in a comprehensive, strategic, systems model [9].
The field obtains its definition and scope from its vision of an organization as a system. The effectiveness of the system is determined by the success with which various subsystems and components interact with each other and with the environment in which the organization operates. At the heart of successful management is the ability to draw upon the resources of many disciplines and integrate relevant principles and background information in order to define and analyze a problem. Once defined, the manager must identify alternative possible solutions, evaluate these in terms of the broader goals and values of the organization, implement the apparently dominant solution, and, finally, assess the actual consequences of the solution for the effectiveness of the organization. Operations management deals with topics such as supply chain management, p...
By utilizing balanced measures at the organizational level, and by sharing the results with supervisors, teams and employees, managers are providing the information to align employee performance plans with organizational goals. By balancing the measures used in employee performance plans, the actual true gauge of performance comes into complete view. As in Kaplan and Norton’s balanced scorecard philosophical comparison with piloting an aircraft, for the purpose of this article, let us add focus particularly on an aircraft type that is crew oriented, in addition to the pilot. All performance indicators must be carefully and skillfully viewed, in addition to how the crew performs collectively with the overall goal in mind. Assessing the performance of the crew (employees) often defines how successful the mission was and whether or not the objectives fully achieved.
It took 12 years to perfect his system. His system was based on tasks and that each worker’s assignments should be pre-planned by management. Each job shoul...
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
In Today’s world, the composition and how work is done has massively changed and is still continuing to change. Work is now more complex, more team base, depends greatly on technological and social skills and lastly more mobile and does not depend on geography. Companies are also opting for ways to help their employees perform their duties effectively so that huge profits are realized in the long term .The changes in the workplaces include Reduction in the structure of the hierarchy ,breakdown in the organization boundaries , improved and better management tactics and perspectives and lastly better workplace condition and health to the employees. (Frank Ackerman, Neva R. Goodwin, Laurie Dougherty, Kevin Gallagher, 2001)