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Management
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Jan 9, 2024
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docx
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Andrea Rosenberg
MGMT 3610
Professor Moake
01/02/24
Chapter 10 Assignment
1.
Look up the “Total University” Organizational Chart of MTSU (https://www.mtsu.edu/budget/orgcharts.php). With which boxes on the diagram do you have direct contact? Based on the definitions in the Chapter 10, how would you describe the organizational structure of MTSU? Explain your answer.
I have direct contact with the offices of the Dean College of Business under which my study is based, Student Affairs, Admissions and Enrollment Services, and Disability and Access Center for
my DAC arrangements. MTSU has a formal organizational chart with officially defined roles, relationships, and responsibilities stemming down from the Board of Trustees at the top and broken out into departments across the board for every aspect of running MTSU. It further has specialization in the breakdown according to department and expertise, showcasing human resources, finance, marketing/communications, and academia. It is a mechanistic bureaucratic structure due to its strong hierarchal and highly vertical structure with many levels of management.
2.
Based on the Chapter 10’s definitions for mechanistic and organic bureaucratic structures, for which kind would you rather work? Why? What is an example of a large company that is organized in your preferred (mechanistic or organic) structure?
I prefer an organic bureaucratic structure because it allows for more flexibility with responsibilities spread more evenly across the board at all levels. The company I work for, Gelfand Rennert & Feldman LLC, has an organic structure with a very wide horizontal structure composed of individual teams but overall only consisting of a few levels of hierarchy.
3.
If you became a top manager in a company with low employee job performance, would you use Kotter’s Model or Lewin’s Model to change the company culture? Why? What steps would you take to do this?
I think Kotter’s model would facilitate success with the eight steps listed that improve the ability
of the changes to take effect smoothly. It produces a more gradual change compared to the Lewin
model and I feel like it would contribute better to acceptance of the change long-term with the smaller steps to enforce them. Furthermore, Kotter’s model is stated to be most useful for reasonably predictable change, which I consider increasing job performance to be. Kotter’s model
is demonstrated as (1) establishing a sense of urgency, (2) forming a powerful guiding coalition, (3) creating a vision of change, (4) communicating that vision, (5) removing any obstacles, (6) creating small wins, (7) consolidating improvements, and (8) anchoring the change.
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