奥利安食品公司案例分析报告

LEADERSHIPandCHANGE(1)ORGANISATIONALSTRUCTURE&MANAGEMENTandORGANISATIONALCHANGELeadershipandOrganisations6BUS1001LenRyderORGANISATIONALSTRUCTURE&MANAGEMENTLEADERSHIPandCHANGE(1)PREAMBLE(clickonthespeakericonbelow)ORGANISATIONALSTRUCTURE&MANAGEMENTLEADERSHIPandCHANGE(1)Leadingchangeisoneofthegreatestchallengesforleaders.Changecanbeinconvenient,painfulanddownrightscary.Evenwhenachangeappearstobegoodforindividualemployeesaswellastheorganisation,itcanleadtodecreasedmorale,lowercommitmentanddiminishedtrustifnothandledcarefully.SomeofthemostdifficultchangesarethoserelatedtoOrganisationalSTRUCTUREandCULTURE.ChangingtheOrganisationalStructureinvolvesredefiningpositionsandresponsibilities,re-engineeringthecompany,redesigningjobs,departmentsanddivisionsordownsizingtheorganisation.Daft,2008ORGANISATIONALSTRUCTURE&MANAGEMENTORGANISATIONALSTRUCTURE&MANAGEMENTTHECLASSICALAPPROACHTheClassicalApproachtoorganisation,structureandmanagementplacesanemphasisonformalstructures,rules,hierarchiesandcommonprinciplesororganisation.TheClassicalApproachisgenerallyassociatedwiththeworkof:1.F.W.Taylor(1911)-ScientificManagement2.HenriFayol(1916)-ManagementFunctions3.MaxWeber(1947)-BureaucracyORGANISATIONALSTRUCTURE&MANAGEMENTTHECLASSICALAPPROACH1.ThePrinciplesofScientificManagement(Taylorism)FrederickF.Taylor(1911)1.Developascienceforeachelementofaman’swork,whichreplacestheold“rule-ofthumb”method.2.Scientificallyselectandthentrain,teach,anddeveloptheworkman,whereasinthepasthechosehisownworkandtrainedhimselfasbesthecould.3.Managersheartilycooperatewiththemensoastoinsurealloftheworkbeingdoneinaccordancewiththeprinciplesofthesciencewhichhasbeendeveloped.4.Thereisanalmostequaldivisionoftheworkandtheresponsibilitybetweenthemanagementandtheworkmen.Themanagementtakeoverallworkforwhichtheyarebetterfittedthantheworkmen,whileinthepastalmostalloftheworkandthegreaterpartoftheresponsibilitywerethrownuponthemen.Embodiedintheaboveare:•Replacementoftheoldrule-of-thumbmethodbyamorescientificmeasurementofworkderivedfromtime-and-motionstudies.•Standardisationofsmallwork.•Sub-divisionoflabour–eachactprecededbypreparatoryactsbyotherworkers(Specialisation)•Workplannedbymanagersinadvance•Workersgivendetailedandwritteninstructionsonwhattodoandhowtodothework.•Higherwagesfromincreasedoutput(moneybeingamotivator).•Alignmentofworkers’abilitytothetask.•Selection,traininganddevelopmentofworkers•Divisionofworkbetweenmanagementandworkers–eliminationofthe‘boss’andthedutyofmanagementtohelpworkers.Consequently,Managementisatruescience,restinguponclearlydefinedlaws,rulesandprinciplese.g.Factories,CallCentresORGANISATIONALSTRUCTURE&MANAGEMENTTHECLASSICALAPPROACH2.TheFunctionsofManagementHenriFayol(1916)•Planning-gatherallinformation,definethetaskandmakeaworkableplan•Organising-brieftheteam,explaintheplan,allocatetasks,setstandards•Commanding-monitorchanges,assessthesituation,makedecisions,provideleadership•Co-ordinating-recogniseindividuals’contributions,ensureallcomponenttasksareworkinginharmony,encourage,discipline,motivate•Controlling-maintainstandards,ensureallactionsaretowardsobjectives.ORGANISATIONALSTRUCTURE&MANAGEMENTTHECLASSICALAPPROACH3.BureaucracyMaxWeber(1947)Weberstatesthatabureaucraticorganisationistechnicallythemostefficientformoforganisationpossible……………..thebureaucraticorganisationbecomestypicalofalltheinstitutionsofmodernsocieties.(Pugh&Hickson,1996)Characteristics1.Jobspecialisation:jobsarebrokendownintosimple,routineandwell-definedtasks2.Authorityhierarchy:Positionsareinahierarchyofauthority,witheachpositionundertheauthorityofahigheronewithaclearchainofcommand3.Employmentandcareer:allpersonnelselectedandpromotedonthebasisoftheirtechnicalqualificationsandofferedafull-timecareersupportedbythoroughandexperttraining4.Recording:Activitiesanddecisionsarerecordedinwritingthatformtheorganisational‘memory’(thefiles)5.ImpersonalRulesandProcedures:allemployeesareequallysubjecttorulesandproceduresthatensurereliableandpredictablebehaviourORGANISATIONALSTRUCTURE&MANAGEMENTTHEHUMANRELATIONSAPPROACHMovedthefocusawayfromtheideathatworkersweresimplyapartoftheproductionprocessandemphasisedthefactthatpeopleworkbetteriftheyaretreatedlikehumanbeings1.Mayo(1927)–HawthorneExperiments2.McGregor(1960)–TheoryX&TheoryYORGANISATIONALSTRUCTURE&MANAGEMENTTHEHUMANRELATIONSAPPROACH1.HawthorneExperimentsEltonMayo(1927)•ExperimentscarriedoutattheHawthorneplantofWesternElectricinChicago•Employeesraisedtheirperformanceaftertheirworkingconditionswerediscussedwiththem–extraattentiongiventothemandtheapparentinterestshowninthembymanagement•Workersappearedtowelcometheopportunitytohavesomeonetotalktoabouttheirfeelingsandproblemsinafriendlyatmosphere•Thisplacedthe“Humanelements”intothemanagementofpeople.Itdemonstratedtheneedtoseeworkprocessesasacollectiveco-operativeactivityratherthananindividual,isolatedonemotivatedbymoney.(“ThesestudiesgavesubstancetoagrowingsuspicionthattheClassicalviewoforganisationsasbeingpeopledby‘machines’motivatedbymoneywasbadlyflawed”…Burns,1996)ORGANISATIONALSTRUCTURE&M