Organisations and Behaviour Assignment Example | Topics and Well Written Essays - 2500 words

Organisations and Behaviour - Assignment Example Since every department is branching out into many sub divisions and vertical as well as horizontal branches, cross communication has seen an enormous rise. Thus looking at the present scenario, a hierarchal organisational structure will lead to a lack in communication and the resultant organisational will be more bureaucratic in nature. In the given case study, Hawk Company has been observed following taylorist methods of production. A taylorist method can be described as a production process, in which the assigned tasks and works are broken down further into segments or smaller clusters, with the objective of monitoring the process and correcting any action. This can be regarded as a rigorous method of production where each and every action is flowed by strict monitoring. A taylorist approach can be accompanied by many methods of organisational structure. These can be bureaucratic, hierarchal or specialised structure. In the bureaucratic, structure, strict rules and regulations are followed and procedures are delegated in order to achieve compliance and control of subordinated from those who give orders. The second one is hierarchical in which decision makers are separated from employees who implement. Traditional methods of taylorism are highly dysfunctional and lead decrease in motivation of employees and workers. In order to achieve control and compliance in an organisation, a beurocratic structure follows strict rules and regulations and controls of all functioning within the organisation. From the above theories of organisation structure, we can conclude that because of the strict hierarchical structure and taylorist methods, the organisation faced many issues and problems. It is also evident that the arising issues and complications from the traditional methods of organisational structure and production process lead to the subsequent changes, which were implemented in the organisation. As a result of the perennial problems occurring in the organisation, the management decided to take necessary steps. The first action was to consult the workers and other staff members of the organisation and take relevant feedback about the organisation structure and satisfaction level. With the help of workers and employee feedback, many changes were made. The first change was made in the workshop and the factory. Old and traditional machinery were replaced by new and more advanced equipments. Special training was also provided to the workers for making them acquainted with the latest machinery. The traditional assembly line was changed to a more collaborative and compatible group. The new task assembly was divided into teams of workers, performing a specific job, rather than working haphazardly and simultaneously at different places. The workers were also invited to take part in management decisions and this helped in increasing their motivation to a great extent. Thus, by removing bureaucratic structure form their organisational portfolio, the ma nufacturing company was able to increase motivation and commitment level from their employees. With the implementation of teams in the factory, the traditional hierarchal structure also became dysfunctional, and the workers as well as the employees were able to communicate as well as contribute in