Medford University
Organization management is a continuous process of influencing the productivity of an employee, group, or organization as a whole for the best results from the standpoint of achieving the goal. Medford University needs to manage means to lead an enterprise to its target, extracting maximum opportunities from all the resources at its disposal. The management process involves concerted action, which ultimately ensures the implementation of a common goal or set of goals facing the organization.
The input and output of the control part is information; therefore, President Kobayashi appointed a task force to oversee and monitor the problems faced by an organization. The manager is a necessary element of any organization. At this level, decisions are made as a result of the analysis, forecasting, optimization, economic justification, and selection of alternatives from a variety of options to achieve the goal (Chenhall, Hall, & Smith, 2015). The changes are adapted to overcome the problem that has arisen, which is nothing but a real contradiction that needs to be resolved.
The president should anticipate and expect that every member of the task force will aim at reducing university expenses because Medford University cannot afford continuously spend its resources. President Kobayashi is a leader and head manager, which allows her to consider undertaking involving a collective intelligence of the board. Noting that the management decision is the result of joint creative work and it is always generalized (Chenhall et al., 2015). The managed part is the various products and functional units engaged in supporting the production process. What goes into the input of the regulated element, and what is its output, depends on the type of organization.
The president appointed the administrator of the hospital as the chair of the task force because the person fully understands the intricacies of regulatory practices. However, the chair delegated crucial tasks for subcommittee ones, and it should not completely dismiss the responsibilities. Modern organizations face many problems, some of which are typical and can be easily solved by specialists by implementing conventional technologies. A set of such problems characterizes the organization as one of the most difficult objects to study and learn.
The president wants to reserve the right to make necessary modifications and changes because it is important to be able to adjust. A modern enterprise is a complex production system, including such elements as fixed assets, raw materials and supplies, labor, and financial resources (Schoeneborn, Kuhn, & Karreman, 2018). The most important task of management is to use these elements in such a way as to ensure the effective functioning of the entire production system and development in a highly competitive environment.
The president appointed a key assistant as secretary of the task force because the given person possesses valuable skills and experience in dealing with such matters. Because the work of the enterprise is divided into components, it is carried out by various employees; thus, someone must coordinate and direct efforts. Organizing the work of other people is the essence of management (Schoeneborn et al., 2018). For an enterprise to operate successfully, the managerial job must be separated from unmanaged.
The leaders of the lower level are junior commanders who are directly above the workers. They organize and monitor the implementation of production tasks and responsible for the direct use of raw materials and equipment. The middle managers coordinate and supervise the work of junior supervisors. All these factors influence the president’s decision-making process in regulating organizational and structural issues.
Bagby Copy Company
To identify possible alternatives to the decision, the manager must determine the circumstances that impede decision-making, which is the primary issue at Bagby Copy Company. The inadequacy of funds, lack of personnel, lack of raw materials, existing laws, etc. are among the general limitations in decision-making. A fundamental constraint on all managerial decisions is the narrowing of the powers of various members of the organization. The next step in decision-making is the formulation of a set of alternative solutions. As management practice shows, too many alternatives cause only confusion. Therefore, the head looks only part for the best options. This choice is adopted, which conforms to a certain standard.
The main trade-off of Bagby is efficiency loss and quality reduction. Although specialization allows increasing the product value, it diminishes the management and control across the international market. Standards, are some acceptable number of criteria. When choosing a solution, the manager determines the consequences of the actions (Bryce, Rada, Hecke, & Zissman, 2018). It is also noted that all-important management decisions contain, as a rule, a compromise.
Certain criteria are used to determine the likely consequences of an alternative. The leader tries to give a prediction about the future. A typical example of a correct decision is one in which the problem is solved is correctly assessed, and the alternatives are carefully thought out and weighed (Miller & Martignoni, 2015). Managers seek to choose the most favorable option.
The major trade-off of dividing wire harness makers into subgroups is communication loss because it increases bureaucracy and reduces coordination. There are possibilities for improving the final product delivery; however, not every problem is simple enough to solve. There are many problems, in connection with which one has to take into account a large number of compromises. In such a situation, none of the possible alternatives would be better; therefore, good experience and common sense of those who make a decision are more applicable (Miller & Martignoni, 2015). Management practice shows that managers do not even dream of making the best decision.
The process of solving a problem does not boil down to just choosing an alternative. In management practice, managers often assign decision-making to those who will have to implement it. There are also situations where a manager cannot involve other members of the organization in decision-making. The procedure for solving a specific management task is in many respects identical to a decision-making procedure.
Bagby’s trade-off in selecting country, product, and matrix forms is the quality standard loss, the lack of flexibility, and difficulty adjusting for current trends respectively. Many companies have resorted to the practice of expanding or saturating the duties of their employees, which contributes to an increase in their level of job satisfaction. This practice is more relevant to non-manual employees, compared to manual workers (Bryce et al., 2018). It is much easier to expand employees’ mental or creative labor since they are usually not as clearly defined as changing the content of workers’ physical function, whose tasks can have a high degree of specialization and be precisely defined as part of a more complex integrated production process.
There may be a conflict between specialization and the development of specific skills necessary for the effective implementation of the production process, and the creation of a model of more expanded or enriched official duties to increase employee satisfaction. In pursuit of an increase in the importance of work, there is a danger of expanding official responsibilities so much that there will be a threat of a significant decrease in labor productivity. The result can be such a curious compromise between work efficiency and level of satisfaction from it when an employee instead of one type of meaningless work begins to perform various kinds of the same meaningless work.
References
Chenhall, R. H., Hall, M., & Smith, D. (2015). Managing identity conflicts in organizations: A case study of one welfare nonprofit organization. Nonprofit and Voluntary Sector Quarterly, 45(4), 669-687.
Schoeneborn, D., Kuhn, T. R., & Karreman, D. (2018). The communicative constitution of organization, organizing, and organization. Organization Studies, 40(4), 475-496.
Bryce, J., Rada, G., Hecke, S. V., & Zissman, J. (2018). Assessment of resource allocation and tradeoff analysis approaches in transportation asset management. Transportation Research Record: Journal of the Transportation Research Board, 2672(44), 21-31.
Miller, K. D., & Martignoni, D. (2015). Organizational learning with forgetting: Reconsidering the exploration-exploitation tradeoff. Strategic Organization, 14(1), 53-72.