If a company wants to move to a matrix organization that will retain the efficiencies of the functional organization but also groups employees by product teams. How can the organization manage the emotions of employees or in what ways do you think they should manage these emotions to get the desired outcome?
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If a company wants to move to a matrix organization that will retain the efficiencies of the functional organization but also groups employees by product teams. How can the organization manage the emotions of employees or in what ways do you think they should manage these emotions to get the desired outcome?
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- If a company wants to move to a matrix organization that will retain the efficiencies of the functional organization but also groups employees by product teams. What are the emotions that your employees may have about this organizational change?i. The Institute of Strategic Management Studies has invited you to present a guest lecture on Management. Citing practical examples, discuss the key issues in management that you would highlight in your presentation. ii. How does an Organizational structure relate to the overall effectiveness of an organization? Discuss critically the continuing importance of the hierarchy. iii. Your Company has been invited to give a motivational talk at a newly opened multinational corporation. You have been picked to speak on emotions at the workplace. Citing examples, discuss the different kinds of emotions in the workplace.Gore’s Flat Structure Works WellImagine an organization with more than 10,000 employees working in 30 countries around the world—with no hierarchy structure. W. L. Gore & Associates, headquartered in Newark, Delaware, is a model of unusualbusiness practices. Wilbert Gore, who left Dupont to explore new uses for Teflon, started the company in 1958. Best known for its breathable, weatherproof Gore-Tex fabric, Glide dental floss, and Elixir guitar strings, the company has no bosses, no titles, no departments, and no formal job descriptions. There is no managerial hierarchy at Gore, and top management treats employees, called associates, as peers. In 2005, the company named 22-year associate Terri Kelly as its new chief executive officer. Unlike large public corporations, Gore’s announcement was made without much fanfare. Today, more than 12 years later, Kelly continues as chief executive but is the first to admit that it’s not about the CEO at Gore—it’s about the people who work there…
- Fill in the words. There are extra words. Organizational Behaviour is a complex topic incorporating aspects of psychology, social psychology, anthropology and (1)………….. . All four of these disciplines combine to inform us on the organization which can broadly be defined as ‘a collection of people who are involved in (2)…………… defined objectives. Many textbooks, journals and articles have been written on this topic and the study of it is often believed to assist in understanding the dynamics of individuals, (3)…………, and managers/leaders. There is however valid criticism from some quarters that much of the academic literature is skewed towards the ‘WEIRD’ demographic, namely; Western, Educated, Industrialized, Rich and Democratic societies. This criticism implies that theories and concepts are presented as being (4)……….. across the globe and can fail to take account of true human diversity and heterogeneity across different nations and cultural groups. Typically, the study of…Leona starts a company after creating an app and finding it’s popular among tech companies – she hires on some sales staff, an admin, as well as an accounting person and a marketing designer. The company’s structure is simple and the staff can flex to fill in on other areas when needed. Everything rolls up to Leona and she has ultimate accountability for all. What type of organizational structure is Leona using: Group of answer choices Bureaucratic Simple Matrix VirtualMANAGING A SMILE FACTORY Managers at Disney theme parks have a big challenge: to design an organization structure that makes the parks the “Happiest Place on Earth.” As Walt Disney noted, “You can dream, create and design the most wonderful place in the world … but it takes people to make the dream a reality.” What approach to organizing do they choose? And how are the four pillars of organizing designed to work together to accomplish their goal? According to people who have worked there in the past, Disney managers place a great deal of emphasis on standardization, specialization, centralization and rigid departmentalization. In terms of standardization, each new hire at Disney attends the much renowned University of Disneyland, a forty-hour program of studies established in 1955 where employees learn, for example, that the standard term for customers is “guests,” rides are called “attractions,” uniforms are “costumes,” and accidents are “incidents.” Employees also learn standard…
- First, describe what the matrix structure is. In what types of organizations would the matrix structure work best? It has been argued that the matrix structure should be adopted only as a last resort because the dual chains of command can create more problems than they solve. Do you agree or disagree? Why? Respond in 15 more sentencesGore’s Flat Structure Works Well (Case Study) Imagine an organization with more than 10,000 employees working in 30 countries around the world—with no hierarchy structure. W. L. Gore & Associates, headquartered in Newark, Delaware, is a model of unusual business practices. Wilbert Gore, who left Dupont to explore new uses for Teflon, started the company in 1958. Best known for its breathable, weatherproof Gore-Tex fabric, Glide dental floss, and Elixir guitar strings, the company has no bosses, no titles, no departments, and no formal job descriptions. There is no managerial hierarchy at Gore, and top management treats employees, called associates, as peers. In 2005, the company named 22-year associate Terri Kelly as its new chief executive officer. Unlike large public corporations, Gore’s announcement was made without much fanfare. Today, more than 12 years later, Kelly continues as chief executive but is the first to admit that it’s not about the CEO at Gore—it’s about the…Managing involves managing the ‘hard stuff’ such as production and marketing of products and managing the ‘soft stuff’ such as managing people. Managing thus calls for a delicate balancing act of the two. The fortunes of an organization and its employees are intertwined. Managers are increasingly becoming people-centred to ensure productivity. People-centred approach calls for participative leadership, appreciative of diversity, employee recognition and empowerment, ethical management and honest communication. These help managers prepare organizations to survive frequent and rapid change. With reference to the above statements: Explain the following people-centred approaches Participative leadership Employee recognition and empowerment Ethical management Honest communication.
- You have been assigned the task of working with a company that had atraditional, functional organizational structure with sales, marketing, product development, finance and accounting, and operations teams each reporting to a VP, who then reported to the CEO. The company wants to move to a matrix organization that will retain the efficiencies of the functional organization but also group’s employees by product teams. You have been asked to comment on how to manage this change and how to communicate and respond to employee concerns.Specifically, you need to address: What are the desired human resourcemanagement practices required for the organization?As part of the diagnosis of the client-company culture, an external manager, a specialist in planned change, analyzes the degree to which employees are willing and competitive, which reinforces their zone of stability, and prevents them from being oriented towards feeling satisfied. . The fundamental characteristic of the organizational culture that the manager analyzes is called: Select one: a.Team orientation. b.Dynamism. c.Focus on results. d.Stability.How does relational coordination differ from teams and task forces? Doyou think that relational coordination seems more valuable for a service technology or a manufacturing technology? Wxplain your answer.