- Is the organizational structure appropriate for the business selected? Explain.
Since the peer mentioned that it is a small business, the simple organizational structure is quite appropriate. The business only has seven employees so it really doesn’t need too much bureaucracy. This helps hasten the big decision making, accomplishment of reports, and other business related moves. A sole owner who serves as the decision maker and manager should suffice.
- Do other structural elements, such as work specialization and span of control, seem appropriate for the business selected? Why or why not?
Yes, both structural elements are proper for the business. It is easier to achieve a common goal in a small business if all employees work on the field they specialize in. That way, they will have no trouble adjusting to the business needs and little training is required. The business operations would be more smoothly and fluidly executed. Again, since it is a small business, a sole owner will do. If the business grows, then that’s the time for structural changes. In the meantime, the current structure is enough to keep it running.
- Does your classmate use a mechanistic or organic model?
My classmate uses a mechanistic model because as seen in his chart, the business’ employees work by specialization, its’ governance for operations is done by the owner, its’ structure of control is hierarchical, and its’ task conformance is set by the job outlines given.
- Would you like to work at your classmate’s company? Why or why not?
I will work at my classmate’s company provided that I can be given a task where I can grow and excel. I believe, more than profit, it is highly important that you enhance or improve yourself in any job you are in. Also, since it is in his chart that the company’s employees will be assigned multiple tasks and will be working unsupervised, I would want to work there so that I could make my own decisions in the interest of the business.
Burns, T. and Stalker G.M. (1994). The Management of Innovation. Oxford Univ Pr