Business Management Forum Post
I need an 200 word reply to each of the following two forum post made by my classmates:
Forum #1[1]
Functional work environments require effective communication. Friendly work environments have been shown to generate positive motivation, which translates to higher performance and productivity. Relationships between employees are necessary and welcomed in a business that desires to create value for all of its stakeholders, which is the tenet of conscious capitalism. Human relations in the workplace is important because it is the process of training employees, addressing their needs, fostering a positive culture, and resolving conflicts involving interpersonal perceptions, whether its employee-to-employee, or employee-to-management (Petryni, n.d.).
Interaction between employees is fundamental to team building, which is a part of successful organizational processes. If a manager wants to continually improve the way things are done in a process or a project, he needs to create an environment where knowledge can be shared and collaboration feels easy and natural (Kreitner & Kinicki, 2013, p. 506).
Organizations that take the contingency approach in its design are more effective since there are structure to fit particular situations as they arise. Organic organizational design fosters teamwork, and tends to be horizontal in structure, as opposed the mechanistic rigidity that can reduce the valuable feedback that could prevent financial loss due to design and production errors (Kreitner & Kinicki, 2013, p. 508).
References:
Petryni, M. (n.d.). The Importance of Human Relations in the Workplace. Small Business. Retrieved from https://smallbusiness.chron.com/importance-human-relations-workplace-23061.html
Kreitner, R., & Kinicki, A. (2013). Organizational Behavior, (10 ed.). New York, NY: McGraw-Hill/Irwin.
Forum #2[2]
When an organization determines that restructuring the organization is required, immediate anxiety takes over the work place. Often times a structure also includes improving efficiency which in most places means that people are going to be terminated. In the even that a business does chose to downsize during the restructuring process, their overall operational cost may decrease. Additionally, when a business eliminates layers of management during its restructuring, communication and decision making often improves (Maxwell, 2007). The more the organization becomes flatten, information flows better and seamlessly across the organization. Some restructuring may involve the inclusion of new technology. Services that were once handled by humans may be solved through the use of existing or acquired technology. Maybe the use of a centralized computing based storage system is better for an organization vice employing 14 personnel to file records and retrieve them when another employee requires access.
As much as technology enhances certain functions of an organization or less personnel may relieve some cost from payroll, the loss of highly skilled personnel can be felt throughout an organization (Elson & Lajoux, 2010). The responsibilities of personnel that have been released will have to be assumed by someone and they may be required to attend additional training. This is additional cost to the organization for the training, in addition to the time they may be away from work to attend the training. Confidence within the organization, and potentially external, will decrease as the remaining employees will feel uneasy about their position and the stability of their employment. This could lower morale or even cause personnel to look elsewhere for employment.
Within my organization, we could become more efficient if we removed the requirement to provide in-house telecommunication support. The majority of our telephone services are achieved through Voice over Internet Protocol. With this as the primary method, the IT help desk can respond in the unlikely even there's an issue with the telephone. The need to employ a specialized technician is a misuse of company funds.
Elson, C and Lajoux, A. (2010). The Art of M&A Due Diligence, Second Edition: Navigating Critical Steps and Uncovering Crucial Data. US: McGraw-Hill.
Kreitner, R., & Kinicki, A. (2013). Organizational Behavior. (10 ed.) New York, NY: McGraw Hill.
Maxwell, J. C. (2007). The 21 irrefutable laws of leadership: Follow them and people will follow you. Nashville, Tenn: Thomas Nelson
[1] Original forum question was: "One of your managers hears you have just completed your MBA. He looks at you and smirks and says, "All this emphasis on relationships is overrated. I have always made it clear to my subordinates what they need to do if they want to remain employed. All I have to say to them is 'get it done and you will get rewarded, and if not, there will be consequences.' It truly is that simple! Developing relationships with employees and suppliers or contractors, all that stuff is only good in the textbooks. It never delivers results." Prepare a response to this manager and post it on the discussion board."
[2] Original forum question was: "Contrast the tradeoffs involved when an organization decides it is going to restructure. Be sure that you evaluate the critical organizational design variables that you would want to consider if you were heading up such a project. Next, evaluate the organizational chart for your current organization. Provide recommendations for revising the organizational design so it more effectively serves the mission of the firm and its many stakeholders."