How Gazda Cars and Bomino Printing approach the management of their activities Essay

Advantages* Its Organised* Their pay back is related to their performance, which impart motivate them perform better.* Work is carried break through in controlled purlieu.* Its seen as social which motivates expireers.* Managers convey moral elite, trustworthy, by and large motivated to organise & influence others.* Employees have more than control of their work (live to work).* Take interesting staff giving tang of involvement, security & argument satisfaction, related to high achievementDisadvantages* Scientific go up used (work to live).* colloquy amidst workers is bad. Not approachable, no influence.* Managers defined as rational stinting, primarily motivated by just m unmatchedy.* Being too exquisite to staff makes managers look weak. Managers need that power so everything is in control.* lag stick out abuse their manager if their needs atomic number 18 not fulfilled, e.g., they can strike.People can respond to many different types of vigilance strategies, alo ne there is no ace strategy that allow work for all(prenominal) everyone all the season. Therefore, Gazda Cars should refer to Fielders hazard Approach to management. This opening supports the view of the complex man- i.e. the motives that man has which changes over time and in different situations, can be seen as personal hierarchy. It defines situational favourability, or the facilitate of influencing followers as the combination of situational factors leader-member relations, task building, and position power. Fielder argued that leading style was innate and that the above three situational factors determined whether task or relations oriented lead was more purloin.The main ideas about Contingency Theory atomic number 181. There is no universal or one best way to manage2. The design of an organisations and its sub arrangements must setting with the purlieu3. Effective organisations not only have a proper fit with the surround except also between its sub system of ru less and4. The needs of an organisation are better satisfied when it is properly designed and the management style is appropriate two to the tasks under feignn and the character of the work group.The disaster approach opens the door for the supposition that leadership could be different in every situation (Saal and Knight, 1988). It provides a more realistic view of leadership by allowing for complexity and situational specificity of overall effectiveness. As organisations today are faced with continuing changes in technology, environment conditions, and inborn processes, this approach can offer a more sophisticated understanding of the leadership process and emphasise the idea of flexible, varyive leadership that may contribute to the success of a federation.However, the various models in disaster theory have been criticised largely for the difficulty in testing the contingency variables selected since variables may affect from each one other or be influenced by a leader . The complexity of situational factors and various combinations of task and subordinate characteristics makes a single comprehensive test of the model im workable (Wagner and Hollenbeck, 1992). As it is entirely possible that different leaders in the same situation may cave in different conclusions about the situation, which may in turn cause them to take very different actions, the practical use of this theory in line of credit is quite limited.Gazdas Mechanistic anatomical structureBominos Organic Structure Operates in a competitive & fast changing environment but is not seen as exiting or fun. They are separate departments for production, sales, marketing, research and development, selective information processing, accounts and human resource management. Each member has their own specific role. truth to superiors and hard-corety to the organisation are assisted upon. This structure is old fashioned. The conference usually comes in the form of instructions & decisions is sued by superiors and the performance viands back & requests for decisions sent from subordinates. Work is carried in a controlled environment. Control & position relationships are structured in a vertical hierarchy. Operates in a highly complex environment. Tasks are highly specialised. Employees are not figure out on how their tasks contribute to accomplishing organisational objectives. Distributes inkjet & laser printing systems, which is a fast pitiful product, economically productive. Department are separated for all the main duty functions. General roles are defined for each member. Authority relationships & control are structured in a network rather than a hierarchy. This approach is to do with being nice to staff. Commitment to organisational goals is recommended more then loyalty or obedience. Teams are set up to work on mod product development. Tasks are modified often & redefined by means & unwashed adjustment among task holders. Workers have a variety of tasks whic h are loose and independent. Relation of task performance to attainment of organisational objectives is emphasised.Gazdas Role civilizationBominos Task culture There are usually duty descriptions, rules & procedures to govern behaviour as well as procedures for all activities. fabricate is related to performance. A role culture is one which emphasises conformity to expectations. As Harrisons theory states, such organizations can be said to be rational instruments for the achievements of specific goals. People work most effectively & efficiently when they have relatively, guileless clearly defined, circumscribed & measurable tasks. However the company operates in a highly complex fast changing environment. present management is seen as completing a succession of projects or settlement problems, often as a part of a team. It is project oriented, pitch together the right people. The staff get a feeling of involvement security & general job satisfaction are near related to hig h achievement. Performance is judged by results. Job satisfaction tends to be high, to the degree of individual participating & group identity.Though the current stately structure and Role culture at Gazda internally complement each other, one can question whether those are the most efficient with regards to the high-power and highly competitive external environment. Role culture and large structure is perfectly suited in a stable external environment but cannot maintain maximum productivity in an unpredictable and speedily changing external environment. Such structures and cultures lack the flexibility to quickly adapt to external influences it is commonly known that if one cannot adapt to ones external environment then one is in great danger of becoming extinct.It is essential to identify the need for reorganisation culture, process and structure. If reorganisation can be justified than the most feasible and effective approach should be apply to replace its predecessor.The s tructure at Gazda is a much closed system where information processing and co-operation are slow. It can be said communicating is the way to success, hence in order to achieve maximum skill champion manufactures need to increase levels of cooperation and information processing to improve the internal environment.Maybe a more organic approach, being an open system which emphasis is placed in group actions co-operation and team work should be integrated into the present structure and culture along with lateral relationships. The pre prevailing advantages of integrating these two new elements are firstly, allowing direct contact between employees and those high up the hierarchy, hence problems are addressed quicker and time is used efficiently both the current structure and culture will successfully take the business further.In contrast to a tall organisation, a flat organisation will have relatively a few(prenominal) layers or just one layer of management. This means that the Chai n of see to it from top to bottom is short and the span of control is wide. cod to the half-size number of management layers, flat organisations are often small organisations similar to Bomino Printing. A task culture refers to a team found approach to complete a particular task. They are popular in todays modern business society where the organisation will establish particular project teams to complete a task to date.A task culture clearly offers some benefits. Employees feel motivated because they are empowered to make decisions within their team, they will also feel cherished because they may have been selected within that team and given the responsibility to realize the task to a successful end. I say they are both related because the informal structure relates to a particular task carried out by particular groups of individuals working together this is of a similar nature to a task culture.Decision making at managerial levels is more efficient as fewer people need to be sure/included in this process. Thirdly, staff motivation is increased at higher levels of co-operation means employees are not constantly being given simple direct orders by managers. This has a boosting affect on morale and motivation. concluding but not least with a free flow of information present, all departments can be encouraged to succumb to change, therefore enable the organisation to respond to influential external factors. Bomino Printing should remain loyal to the present culture and structure because this will help them build and win further in the future.BibliographyHuman resource management Ian Beardwell and Len HoldenManagement pile A.F Stoner (Fifth edition)Organisations and behaviour Patrick CornerPrinciples of scientific management Fredrick W. TaylorWeb sites http//www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.htmlhttp//www.business.com/directory/management/management_theory/contingency_and_system_theory/http//www.uniqindex.co.za/maslo ws.htm