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What are the trade offs Bagby faces between specialized and broad task assignments? The tradeoffs between specialized and broad tasks assignments include comparative advantages, costs, and incentive issues. Specialized tasking allows matching employees with jobs based on their skills, reducing the need for training and producing a higher output. (Brickley, Smith, & Zimmerman, 2009). Broad task assignment employees are completing more than one job function, costing more money to train and hire, but allowing coverage if employees call in sick. Bagby would benefit in bringing in specialized employees for hiring requirements, as well. Bagby could hire different levels of education based on job requirement; if the tasks are bundled Bagby…show more content…
The other form involves grouping the wire harnesses by product/geography known as the multidivisional form (M-form). The M-form is known for managing, organizing, growth and diversity of large/growing organizations. “To succeed, the M-form required the existence of a strong and professional management hierarchy, and the new decentralized organizations required strong management both at the headquarters and in the divisions” (Witzel, 2005). Decentralizing improves strategic planning by freeing up senior management time. This grouping can cause coordination problems amongst subunits, performance plans are difficult to construct, and it is less effective with local product information. Maintaining the M-form requires a strong strategic plan and management. Which trade offs does Bagby face in choosing among the country, product, and matrix forms in organizing international operations? Bagby Copy Company currently operates in five European countries with separate subunits in each country, creating 10 international product managers with decision rights. Each product having its own manager can create problems with communication, and coordination among management. Managing a product organization, management can focus on customer satisfaction and marketing. Indus International merged their current organizational structure to reflect around product. The Vice Chairman introduced a three
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