Question regulations, allowing workers to take initiative and not

Question2:The Amaze Inc would better be suited as an organic structure. Organicstructures have a wide division of labor, are decentralized, have a wide spanof control, and low formalization. Amaze Inc would work well with the varietyand task responsibilities, allowing more influence over work and more freedom.The decision making is spread to the lower levels resulting indecentralization, and more input from all workers rather than a hierarchy. Thewider span of control results in self-managing teams, who have more say intheir work, and only report to one overseer. As for formalization, it would berather low as the workers are less restricted to few rules and regulations,allowing workers to take initiative and not be forced to standardized work.Question1:The approaches of both Chester Barnard and Mark Parker Follet, are key in thesuccess of the Amaze Organization.

Firstly, Barnard’s approaches such asestablishing and maintaining a communication system with the employees of theorganization, and clear organizational objectives are present throughout AmazeInc. This is shown as a strength of Amaze Inc, as all employees from diversecultures and areas of expertise are brought together to communicate. This isall facilitated by team leaders, and allows employees the time to talk aboutproblems and produce solutions together. In terms of organizational objectives,Amaze Inc encourages all its workers to collaborate, rather than work solo orunder supervision of an overseer. Alongside this, bonuses are given to teamsthat create the winning products and not to individuals, further encouragingemployees to collaborate together.

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This relates back to Bernard and how hestates that management must establish the organizational objectives, and ensurethat employees are motivated to help the company obtain these objectives.Bernard states that workers will only follows order that, “They understand whatis required, they see how they relate to organizational goals, and they believethat they will gain some benefit from accomplishing these goals” (eBook 30).Likewise, many of Mark Parker Follet’s approaches are used, such asCoordination, Self-Management, and Collaboration. Follet believed thatcoordination was “central to a manager’s function” (eBook 29).

It is themanager’s job to encourage the employees to maximize productivity, but not byusing force, rather coordinating and harmonizing group efforts. All thisrequires close involvement with employees, rather than just enforcing rules andwork upon them. This idea of coordination is present in Amaze Inc, as statedbefore, the managers at Amaze Inc coordinate their workers to collaborate andshare ideas to further benefit them and the company. Self-Management, is a keyfactor stressed by Follett, and applied in Amaze Inc. Follet thinks that workis to be done by those performing the work itself and not managers who may notbe familiar with the task at hand. The employees should be involved in thedecision-making process if the matter affects their work and how they performsuch work. Follett felt that the employees would prefer self-managingthemselves than being enforced upon by a boss.

This is present in Amaze Inc. asthey allow employees to take charge of their own actions and work. They giveemployees the options to direct themselves towards projects of their choosing,without management intervention for 20% of their time. Furthermore, themanagement acknowledge and reward the employees who succeed by taking their owninitiative. This allows the workers to feel as if they be involved in theproject being made, and gives them a sense of self satisfaction.