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Example research essay topic: Mmm Ale House And Brewery - 1,064 words

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In order for MMM Ale House and Brewery to be competitive and profitable an impressive board of directors has been assembled and represents some top professionals from the area. They are great asset to the development of the company. At the present, no outside consults have been retained, excepting the design department at Best Equipment. Brew master and general manager as key employees already have been chosen and given incentives for performance and growth. Bowman and Deals model emerged from a systematic review of the organizational literature. It is determined that all of the organizational theories can be categorized as attending to one or more "frames." These frames are like windows through which people observe and participate in the organization: structural, human resource, political, and symbolic.

The structural frame emphasizes roles, formal relationships and the systems that support them. The structural frame is the pattern of expectations and exchanges among the internal players in the organization. Some of the challenges facing management from this viewpoint includes lack of clarity vs. lack of creativity, excessive autonomy vs. excessive interdependence, irresponsible vs. unresponsive.

The examination of organization from the structural frame helps to focus on structure of organization, on its environment and is vital for implementation of new concepts. There is confusion about the Z (general manager) power of authority. He appears to have given his power away, yet some employees indicate otherwise. In fact, there does not appear to be any real management to apply managerial leadership and direction.

This kind of confusion and conflict demoralizes the apex and the middle line entirely. A common vision, mission, and active interest in the future must be demonstrated by the Executives if they are to flow down into the core of the organization. This is sorely felt by T (operations manager) who cannot pass down anything more than he is capable of, or more, than he is receiving from his superiors. There is a small techno structure in high demand, a large support staff, and an operating core that is clearly not well managed. Most evident is the lack of linkages between management and the operating core. Although not as evident are the weak linkages between the core and the supporting staff.

A limited horizontal decentralization might work where the strategic apex shares some power with the techno structure that standardizes everyones work and some of these linkages. A well-organized management team and employee links to them are necessary. Although there does not appear to be a middle line, T has been left to promote coordination and proper design on his own. His leadership attempt is valiant but he needs the help of qualified middle line managers. The missing parameters of design are Behavior formalization, Training, and Unit grouping. Behavior formalization would provide work processes and job descriptions to reduce confusion about what work people should be doing and how they should be doing it.

On the surface, one may question whether a group of professionals needs stringent rules and regulations. Although these professionals know the essence of their roles, and have a lot of control over what they do, they lack a framework within which to work and make decisions. Behavior formalization could outline the framework within which they can take control and, identify the boundary where they need the assistance and cooperation of others. Also very important, is to identify the communication linkages to others inside and outside this framework. This would eliminate much confusion, instill confidence into the operating core, and bring cooperation among managers and workers. The human resource frame sees the organization as an extended family of interdependent relationships, individuals with needs, feelings, prejudices, skills and limitations.

The critical issue here is how an organization invests in people and achieves organizational goals. M Ale House and Brewery followed the traditional pattern of selecting potential candidates using trained recruiters and a standardized procedure. These recruiters looked for a variety of specific traits in each candidate that they believed would make them suitable for the position at the firm. Those individuals that did not meet these strict criteria were not considered for the position. The organization also had many similarities with the next step in which the successful candidates were placed in many challenging environments, or impossible situations to test their commitment to the position.

It is suggested that at this point in the process, those individuals who are not willing to accept the culture would be removed and all others allowed proceeding. The reason is that many individuals do not actually accept the norms and values but they simply give off the appearance that they do in an attempt to retain their position. Quite often individuals never really become part of the dominant culture yet merely they try to give that impression so that they are not dismissed. Secondly, it falls short in the case of many individuals that have been hired as a contract employee. Not having the certainty and job security of a full time staff member makes individuals less open towards the organizations norms and values.

By not having the confidence in their future at the firm individuals are likely to be very reluctant to make the effort and try to become part of the team, and eventually the firms culture. Most of the organizational changes need to be done in the essential design parameters of the subunits. Standardization of skills has already been achieved and the remaining would include behavior formalization to help standardize work processes and procedures; training to teach the standards and procedures and achieve standardization; unit groupings to group jobs under one supervision for maximum efficiency and cooperation. The structural changes will also facilitate communications that are more effective, enhance the ability of the leaders to lead, and increase intrinsic and extrinsic motivation.

The complexities of organizational structure and organizational behavior are huge. Because of these complexities, generally one theory, one behavioral model, or one method of structure does not always meet all the needs of the organization. There is no doubt, however, that guiding principles and basic fundamental models work and would work for MMM Ale House and Brewery. The weakness in the organizational structure at MMM Ale House and Brewery hampers leadership, communication, and motivation.

In reverse, the lack of leadership, communication and motivation have affected the organizational structure. The definition of each of these explains the importance of their interrelationship to one another.


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