Week 2: Question 1 Group 2

I work in a beverage company. The primary tasks in the organization include production and distribution of the beverages. The production process is automated and the beverages are distributed by use of trucks. The company has several departments including the human resource, distribution, production and finance department. The company is designed in an organic structure. Managers are given the flexibility to make any necessary changes in technology and work force.

This allows for innovation and the employees adapt quickly to a change they have themselves initiated. This design is very consistent with the technology and the external environment. Things such as technology, competition and cultural issues can change ant time and it will be easy for the company to adapt without the difficulties of bureaucracy.  With an organic structure it is easy to adapt to any change thus improving on performance.

Week 2: Question 2 Group 2

In the functional structure, the most desirable characteristic is the motivational advantage. People in similar positions can easily share information and motivate each other. The least desirable characteristic is that coordination problems may arise when the organization attract customers with different needs. In the divisional structure, the most desirable characteristic is that it overlays the functional groups to coordinate activities more effectively. Divisions are able to concentrate on a specific good or service. The least desirable characteristic is that with different divisions, the operating costs increases since each division has a set of functions.

In the matrix structure, the most desirable characteristic is that coordination is very easy. People and structures are grouped in two ways simultaneously. This gives the organization enough flexibility to respond to contingencies. The least desirable characteristic is that it can increase role ambiguity. I would be most comfortable working in a matrix structure. This is because we are living in a dynamic world where uncertainty is high. For the survival of an organization, flexibility is very key to be able to respond to any contingency.

Week 2: Question 3 Group 2

In the beverage company where I work, the subunits are differentiated according to functions. Each subunit performs its duties independently from other units. The subunits managers make the necessary decisions about the subunit. This allows the subunits to operate effectively and have flexibility. However, the subunits are integrated in such a way that there is minimum chain of command. The company realizes that a tall chain of command makes it hard to coordinate between the hierarchy levels leading to wastage of time and resources. Employees are encouraged to form teams and also cooperate with other managers

Week 3: Question 1 Group 2

In the beverage company where I work, am posted in the production department.  The department is responsible for producing and packaging and the whole process is automated. Sometime back, the distribution department realized that by the time the product got to the dealers, some of the products had broken lids. They blamed the production department for not making sure that the lids were secure. However, the production department argued that the lids broke in transportation. The two managers from the departments tried to solve the issue through direct contact to no avail. The management set up a task force to investigate the matter and solve the problem. In addition, a team compromising the members from both the departments was set up to evaluate the beverages for any problems.

Week 3: Question 2 Group 2

In the above integration above, the mechanism that worked was the formation of the task force and the teams. The two managers could not agree on how to solve the problem and so a task force formed by members from different departments was formed. With neutrality in the mater, the task force was able to solve the problem. In addition, the team formed was able to make sure there are problems in future. To integrate the institution more effectively, liaison roles should have introduced to make sure those managers communicate with each other effectively. Managers in liaison roles meet regularly to exchange ideas and information.  Week 3: Question 3 Group 2

In my current job where I work in the production department of the beverage company, I once found myself in an overload situation. In the department we had a manager but the CEO had some problems with the manager and thus brought in a team leader in the department. Both the team leader and the manager reported to the CEO and they engaged into a competition.  However, the problem was that both would direct me on what to do at the same time leading to overload. This lowered my performance since it was hard to concentrate on one thing before being directed to something else.  To solve the problem, the two managers should work together or one of them be scraped the role of manager.

Week 3: Question 4 Group 2

In the organization where I work the culture is adaptive. The organization changes when needed to achieve the goals and also to be effective. Employees in the company are motivated through rewards and avoidance of layoffs. The culture is communicated to the employees through socialization practices. Through interacting with other employees, new employees are able to learn about the culture of the company. This culture has made employees more innovative to be able to handle all the changes that might occur in the economy. In addition, the employees are always motivated since the company works to improve on their skills through trainings.

 
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