To create a system where a flat organizational model can be implemented in a large organization such as Boeing several aspects must be taken into consideration and implemented. The organization must align employees with high technology and skills, through recognition and training. Additionally, in what can only be defined as a quasi-flat organization, with less management hierarchy but with management still in place the communication must be improved between those in management and those in production. This communication model requires transparent leadership roles and intense observational and communication skills on the part of both segments. The system must also ensure the development of a team structure among employees that strengthens the individual and group ability to communicate and work together to create innovation and for individuals to be a part of decision making and to be empowered to do so. Lastly, the whole of the organization must improve and implement a high level of communication on every aspect of production, including cost, implementation and actual structures and needs.
Regardless of the best case scenario there are known concerns both realized and expected from the implementation of a flat organization model. Restructuring of any kind is a difficult transition period, at the wake of reduction of many jobs Boeing is in a position to fall prey to some of these downfalls. The need for additional training of new and old employees is essential and can create problems, such as overload and time constraints, taking employees away from traditional production tasks and utilizing resources that may not be complete. Hiring of new employees with skills outside of the traditional, to work within this new flat organization may strain the system as well. Employees may feel and realize that the expectations of their work have increased while compensation may or may not follow.
A study of Boeing employees found that individuals who experienced a high degree of emotional stress on the job were more than twice as likely to file back injury claims than other employees (Gaines, 1993). Working harder to cover the tasks of others also results in a higher accident rate. One study of 177 companies found that although the average workforce...
The number of levels between CEOs and the lowest managers are dropping. In terms of pay it is stated that pay and incentives become more like a partnership. A concrete example is the outline of organizational flexibility of University of Phoenix. In terms of pay, the old structure promoted a fix sum, regardless of the hours worked, while the new one introduced the notion of salary exempt that allowed
Organizational Theory #1 Create a code of ethics for an organization of your choice. For each point in the code of ethics, describe an ethical dilemma that would be resolved using the code of ethics. All employees will conduct business honestly and ethically. We will constantly improve the quality of our services, products and operations and create a reputation for honesty, fairness, respect, responsibility, integrity, trust and sound business judgment. (Provides a
Organizational Structures / Organizational Structures and Its Behavioral Implication Behavorial Implications of Distinct Organisational Designs Structure Better Than Others The organizational design process helps in managing and altering the official system of power and task relationships which governs the way people in the organization must make use of organizational resources and cooperate with one another for accomplishing company goals. Light on Problem Business Administration Professor, Rosabeth Moss Kanter of Harvard Business School, dealt with the
McGregor's Theory X and Theory Y, Open Systems Theory, and in general a recognition of the complexities of what fosters and supports greater productivity on the part of people. At this point the evolution of organizational theories begins looking at how the factors of the distribution of knowledge, the integration of process for knowledge management, and in general the recognition of personal productivity as the basis of competitive advantage. This
Bound by the Structure Organizational structure dictates the chain of command, lines of authority, reporting systems, decision making processes, work allocation, roles and responsibilities, as well as manager/supervisor-subordinate relationships (Aquinas, 2008). Eloise initially worked for a small, family-owned events planning company where she had the freedom to be involved in virtually all aspects of the business and participate in decision making. This suggests a decentralized or flat organizational structure. A decentralized
Organizational Structures and Leadership This paper explains the organization structure (or a combination of organization structures) implemented at a specific organization and how it affects the decision making and other aspects of the organization. For that purpose the health care organization has been taken into consideration. Organizational structure generally refers to the hierarchical, reporting, authority and leadership set-up of an entity. The structures determine the working, leadership and decision making styles of
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