Ldr/ 531 Week 6

There are a lot of reasons for the rank structure and the chain of command. Every reason that I am going to explain in this essay is very important. I am going to separate them into two paragraphs. The first paragraph will be about the importance of the rank structure and why the rank structure is in place. The second paragraph will be about the importance of the chain of command and why the chain of command is set into place.

The Inherent Limits of Organizational structure and the Unfulfilled Role of hierarchy. Lessons from a near-war: Organization Science, p. 18, 3,

In taking command of an organization, the commander needs to understand how the entire organization works; the synergistic effect of all its parts. Unlike the staff officer who may focus on the part of a problem relevant to his/her function and the efficiency of his/her section, the commander must have a holistic perception of the issue. The commander’s thinking must now shift more focus to the conceptual level of

In every business, there are laws and regulations. They control what information we can collect and share. They tell us how and what we can do with it. The automotive industry is no different, especially in the finance office. It is my desire to share this information with my team and customers. I feel it important to communicate these rules to establish clear consistent procedures. These procedures will allow us to maintain compliance, safe guard customer information, and provide ethical practices, and to provide examples of some of the industries shortcomings, and how we can move past them.

2. Organizations that are designed with hierarchy and interlocking groups are more productive than organizations that divert to the traditional chain of command design (Likert, 1961 as cited in Stojkovic, Kalinich, Klofas, 2008). These interlocking groups are connected by linking pins. Linking pins are considered individuals who serve as members of one group and leader of another. These individuals make an intensive attempt to have trustworthiness and influence in their own groups as well as others that involve the capable operation of their organization. The linking pin acts as an informal director, making impromptu efforts to level

The job design and the motivation are not self-sufficient to increase the productivity and they require an organizational structure to further coordinate organizational activities. Organizational structure, through its chain of command, coordinates, motivates and monitors employees.   Buchanan and Huczynski (2010) argue that the structure of the organizations serves 3 functions:

The chain of command is responsible to each Navy member for solving work-related problems. When a person’s immediate senior is unable to resolve a problem , the next senior in the chain of command tries to solve the problem. If the senior at that level of command is unable to resolve the problem, it then goes to the next level in the chain of command. The problem continues to be referred to each level in the chain of command until it is resolved. You must always use the chain of command when seeking solutions to work-related problems.

In their organizing tasks they have to build a structure of working relationships between all of the members in the organization, that best allows them to work together and attain goals.

Unity of Command- This is the most important principle of management, which states that a subordinate should take orders from and be answerable to only one supervisor. Dell Inc. also follows this principle so that the team members can go to their team leaders with their problems and get it resolved in no/less time.

Chain of command can be defined as a line of authority that extends from the top level of the organization to its lowest level. Chain of demand clearly defines that who is accountable to whom and what tasks are to be performed by all the employees. In addition to that, it also clarifies that who should be contacted when any critical situation or problem occurs. Managers usually use the chain of command while assigning jobs to the employees as it helps the employees in understanding who should they report to and who should they contact in case of a problem. There are three basic components of the chain of command (Mahida). The components are listed below:

The organization needs to change the way leaders take action. Workforce development, recruitment, entrepreneurship, employee relations, and revitalization are critical in the survival of the fittest in the business industry (Ennis, 2008). Joe needs to understand that his behavior and attitude is unacceptable and detrimental to the organization. The friction between upper management and front level employees is causing an unhealthy and unproductive work environment.

Organizational structure is a system that consists of explicit and implicit institutional rules and policies designed to outline how various work roles and responsibilities are delegated, controlled and coordinated. Organizational structure also determines how information flows from level to level within the company (investopedia.com, 2017). If one level or department does not undertake its function accurately the entire business suffers, because all the departments interrelated to each other. There are generally four types of organizational structure:

Leadership is described in diverse ways. It is known as a complex and contextual social process, formed with the values, knowledge, skills and ways of thinking together of both leaders and followers. (Gallos, 2014) As leaders, they are the decision makers of the company’ culture and have more authority than followers. (Brown & Treviño 2006) Followers can be subordinates or stakeholders. In this case study, we can see much interaction between the leader in Pancontinental Airways- MD, Henry Callahan and his subordinates. Henry can use his power in decision-making process to make goals look attractive and to build up followers’ confidence. Certainly, What the leaders do in the company has considered as the main issues far more significant

Do you have what it takes to enter the annual Harvard Business School Business Plan Contest? Vison, ideas and concepts are great in theory but are ineffective unless you execute them. This case study shows the struggles of the reality three young entrepreneurs faced when they were trying to build a product. It shows the difficulties in forming a team and most importantly turning an idea into reality. The lack of leadership, communication, clash of cultures and individuals

The approach my organization takes to management is a hierarchical approach where the chain of command starts at the top and filters down. The lower down the chain of command goes the less power and decision making a person has. There are also more employees in the non-decision making positions vs. the executive decision making positions. For example, at the top there is one person who oversees the company known as the president. Below the president are two upper management positions. From these two positions, the company is split in half. One upper management oversees and manages the external components of the business. The other upper management oversees and manages the internal components of the business. Within each of the internal and external aspects of the company, there are departments based on the functions of the company. This is also known as a functional structure