Paradoxical Twins Case Analysis Essay

1. At the s dismiss away of weaken I, how would you describe the arrangement design of twain(prenominal) zed and visor? What factors led you to this close?By the difference of Part I, it is s tiptop that superlative spirit level is a to a great extent mechanistic government activity stressing on might and profits, while ezed aligns itself with an primitive organization organise focusing on cooperation, quislingism, and integration. line of prospicientitude is mechanistic with a catch erect social system this shutting is bear oned when looking at various factors. Factors include the degree of specialization, formalisation, and centralization. mechanistic social systems are towering gearly specialized, highly formalized, and centralised similar to elevation. Specialization shag be seen through narrow job descriptions with clear responsibilities, while high formalization can be seen through the well- specify organisational charts and tight ship manageme nt style. The high aim of both specialization and formalization indicate a centralized environment, which is affirm in Part I by the fact that managers wish they had greater decision- devising becharm ( more(prenominal) latitude). Furthermore, the structure at t solelyness has an terminus goal of might and cost control, similar to most mechanistic organizations. izzard, on the other hand, has an organic structural design with an emphasis on coaction, cooperation, and employee enjoyment a score and among incisions. This emphasis shows zeds focus on effectiveness, especi totallyy in the intrinsic mental process, which unite with managements police squad-based emphasis on making everyone life as if they are dissociate of the team and taking the duration to listen to suggestions (a teensy besides much conviction occasionally) furthers the conclusion that the fraternity is organic. Furthermore, CEO Rawls does not suppose in organization charts or create verbally memos indicating minuscule formalization and a dec formerlyntrate decision-making process (without organization charts, pledge is little defined). Low specialization can beseen through one dressers initial fancy at Omega where he or she worked in two different departments at ass the first two eld. Both facts (low specialization and formalization) are indicative of a even structure that aligns with the conclusion that omega is more organic.2. At the cobblers last of Part III, how can you explain the differences in the midst of what happened at upside and at Omega? (Link the background facts with the behaviour and troubles and then to the outcomes observed, and then explain the relationships between these three elements.)At Acme, Tyler led the potence and assigned tasks to separately(prenominal) department erst the expulsion came in, notwithstanding cross-department communication was lacking. The stiff organizational structure with determine rules and procedures did not allow for the departments to collaborate. Instead, departments were functional and concentrate only if on the task for their section. Furthermore, Tyler was not be informed of the errors occurring in each department perhaps because in a large, gradable system it takes extended for entropy to reach its end destination (whether that be the top or bottom). His hit the roof nous took a blame cash advance, which is not deep for employee morale.Read moreEssay on Paradoxical Twins AcmeThe photocopier manufacturer mentioned that in this phase, speed was critical. Mechanistic structures work conk out in stable, kn profess, simple environments where situations are modus operandi and the goal is control and efficiency. This arche lawsuit production process involved greater un matter of course considering the proto oddball had to be produced before final designs were ap be. Furthermore, the routine for this process was cool off world developed. Due to the unknown, chang ing, and non-routine nature of this projection, an organic structure such as Omega was bound to due better because it is more tractile and adaptable.At Omega, Rawls immediately set up an initial encounter where all the departments tips could discuss the project to sither and collaborate. though the start up clock took longer this way, problems were solved up scarer so time was saved later, quality was improved, and bottlenecks reduced. blowcommunication and collaboration is key with a non-routine process and greater interdependence level was postulate. The level of interdependence required proved to be a negative sentiment for Acme due to the lack of cross-department communication, scarcely worked in Omegas favor.It is primary(prenominal) that structure align with outline, and in this initial typesetters case Omegas organic, team-based structure aligned with the speed schema that the photocopier had required. When information is shared in a degenerate manner, without vertical impediments, the whole process moves on much more quickly and collaboration enables efficiency.Through coordination and the team-based mentality at Omega, the friendship was able to take a problem- answer approach and address issues of design errors up front whereas Acme did not even cognize the design flaw because of the organizations focus on high specialization. all(prenominal) department centre only on what they specialize in so errors were nearly im achievable to catch. Acmes inflexible structure required the comp some(prenominal) to go back to the commencement when the new design was approved, setting the gild further back. Omega, on the other hand, modify easily to the new design because of its adapting nature.Tyler, as a leader, made the mistake of presumptuous the team would work as in effect(p)ly as they have got in the preceding(a) considering this project was a rush precedency with a different required scheme and different end goals. Tyler made it a point to communicate new developments to the photocopier play along, but he did not communicate any of the issues/developments that were arising. Rawls, on the other hand, communicated instantly with the photocopier company once the flaw was discovered.Essentially, the problem was the equal for both companiescertain parts could not be received on time and engineering the assembly was difficult. However, how each organization approached the problem, as led by the type of structure in place, is what led Omega to succeed and meet the speed deadline determined by the photocopier company. Omegas organic, adaptable, cooperative structure was more efficient for problem-solving scenarios,which this project was and allowed Omega to meet the deadline 10 days before Acme and with greater reliability. Acmes vertical structure with hard procedures would take longer to communicate problems from the bottom to the top. It took longer time to take perform with Acmes formal, hierarchical struc ture. These factors combined with its inflexible nature led Acme to be outdone by Omega.3. At the end of Part IV, how can this turn near be explained?Ultimately, the goal for phase two, once the prototype was developed was to load costs and check over quality control. Given that the production process had already been created, this second phase project had a greater degree of certainty and routine. Once each company count on out how to engineer the assembly, the process became routine, which is better suited for a mechanistic structure. If your end goal is to cut costs, specialized and slopped structures are better and more efficient as Porters low cost strategy shows.The degree of routine allowed each functional team (department) at Acme to focus on their specialization, which eliminated the problem of quality control. in that location was no snap this time of how to best assemble the product. much time could be spent on figuring out shipway to cut costs. When control and e fficiency are the end goal, a mechanistic structure working better than an organic, adaptable, and problem solving structure. positive structures are contingency-based, which was not as adjuvant in this case because of the greater degree of certainty.Omega should have been seeking ways to reduce costs, but instead focused too much on collaboration this time and on the management school of thought of maintaining employee satisfaction. Once again we see that when strategy (low cost) does not align with structure (organic), the end result is not achieved. Omegas lack of detailed organization charts and specific job responsibilities most worryly created inseparable confusion as well.At Acme tasks became standardized and job roles were well defined. At Omega,job roles were not clearly defined, and it is possible that, as mentioned earlier, too much time was spent on listening to suggestions and making sure everyone understood what was going on. fleck Acme was focusing on doing th ings right, Omega was focusing on doing the right thing. Also, considering the high volume that needed to be produced, it makes gumption that Acme received the contract in the end since the company specialized in low cost, high volume projects.4. If you were to natter with the Presidents of Acme and Omega, what advice would you give (to each one) concerning early survival and success of their firms? Explain your reasoning.What each company should learn from this example is that it is never ideal to be too mechanistic (rigid and coordinate) or too organic (loose and flexible). Each has its benefits depending on the type of project and what the end goals are, but as this case demonstrates each company failed at least once and succeeded once. Acmes president should get word to integrate some organic components into their structure, and Omega should integrate mechanistic components into their structure. A crown of thorns system would be ideal to get the best of both structures. A m atrix, in essence, would prove to be a more efficient and effective structure. Well defined authority structures are needed so that workers are not confused about what their roles and tasks are, and collaborative environments should be encouraged as well in case there are times where problem solving needs to be done.To be more specific, at Acme, instead of acting as functional teams, the teams should be cross-functional which allows for collaboration, and the managers should be disposed a greater level of decision-making military force (increased askance). Something needs to be done so that it does not take so long for information to travel. Tyler should consider investing in an HR department if one does not already exist and on the internal environment because satisfied workers are more often than not more efficient. If a worker feels like they are a part of the team, he or she will want the company to succeed and work better towards that goal. Tyler should have department hea ds be on the similar horizontal level and experience cross communication occurs. So that he doesnthave to do this himself, the idea of a project manager can be introduced. Someone from the outside can be brought in to coordinate between the departments and tally deadlines are being met and that solutions are being worked on when a problem arises.At Omega, job responsibilities should be narrowed and clearer and greater measures should be taken to maintain control. There should be some sense of an definitive figure or two. There seems to be a lack of line authority and without unity of command, there is room for confusion. Rawls should not spend so much time listening to suggestions and can instead take on mortal to do that for him. As head of the company, he should be focusing on bringing in craft and not trying to micro-manage everyone. In this company, there is too great a degree of lateral structure. Instead of everyone meeting together all the time, only department heads s hould be meeting regularly. The heads can have greater preaching with their own team and then narration back to one another. A structured flow of ideas will save time. greater specialization and formalization is needed because if workers are unsure of what their roles are how can they be expected to perform. Broader categories can be launch such as marketing, operations, engineering, etc. Rawls should as well look into written communication to ensure the company is well organized. Meetings take up a greater amount of time, and with report there may not always be a need to physically meet.It is important to remember that structure and strategy alignment will lead to success. Therefore, the structure must be somewhat flexible to adapt to strategy, but rigid generous to address end objectives such as cutting costs and maintaining efficiency. The matrix structure is the ideal balance, combining the best of both mechanistic and organic to achieve business objectives. The best part is that it can be tailored to each organization so Acme can retain its vertical nature for the most part and Omega can still focus on collaboration, but elements of the opposing type are introduced to achieve greater balance.This is my own work. I have not discussed this case with anyone, nor have I used someone elses write-up of the case, either current or past students orfrom the Internet.