Running Head: LAW 1

Organizational Theory and Design

Name:

Instructor:
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Organizational Theory and Design

1.

The digital world has greatly influenced the efficiency in research work in the university.

The installation of computers, networks, and real-time updates it has become possible efficiently

to access various research materials and articles sieving those most recent and related to a

specific subject matter at hand. However, it has also increased the rates of occurrence of

incidences of plagiarism in the students' community. Students can now easily access various

materials on the subject matter and manipulate them to appear as their own. This has lowered the

credit of the education system and infringed copyright claims of research and education materials

worldwide.

2.

Having 100-year longevity in successful operations in an organization is an aspect

characterized by consistency in management and commitment to consumer satisfaction that

means flexibility. These organizations are flexible in ensuring that they offer products changes

that are in line with changes in their consumers’ tastes and preferences over time. They are also

characterized by consistency in management techniques and strategies enabling a harmonious

organizational culture and environment for employee motivations and high performance. An

analysis of most of these organizations reveals very rare and minimum changes in their

management and the management structures and strategies in place within the organization.

3.
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The early theorists’ view that organizations should be logical and rational in today’s

organizations would provide for stability and reliability in operations. This stipulates that the

organization will be operated in a manner that adheres to strict bureaucratic strategies erected.

The result is that production and consumer satisfaction will be met at a consistent and reliable

manner. However, this view fails to account for the changing of the organizational global view

of operations. It is necessary for organizations to be flexible in changing and accommodating for

changes in the environment; an aspect not covered in the theorist view of logical and rational

operations.

4.

Both of the strategies are inclusive of a strong research, learning, and efficiency

orientation. This is encompassed of the upsets of close supervision, centralized authority, less

employee empowerment, and tight cost controls. As such, assessing effectiveness through

competing values and strategic constituents allows for the assessment of all the constituent

aspects using both strategies. However, unlike the competing values strategy that assessed all

values the use of strategic constituents allows for specificity of focus of the analysis to the

specific needs of the organizations. This applies in the concept of both of the two strategies.

5.

The traditional mechanistic organization designed for efficiency is structural of a tall

hierarchy while the most contemporary organic organization designed for learning is structural of

a flatter hierarchy. As such, the traditional mechanic organization is based on hierarchies of

command and authority. This includes systems of reporting and overseeing on activities and

functionalities. On the other hand, the flatter structural hierarchy of the contemporary organic
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organization is one that based on same level cooperation and functionality within the

organization. As such, it employs the use of the same middle leveled form of management

structure with shared responsibility and oversight authority among the individuals.

6.

Organizations employing the use of horizontal structures emphasize on openness,

employee empowerment, and responsibility in view of the operational strategies and channels

employed. The structure relies on employees within the different levels of the structure

effectively understanding and performing their responsibilities and duties both towards the top

and bottom levels of their position on the hierarchy. As such, openness and empowerment are

central to ensuring employees take personal responsibility and commitment to the roles and

responsibilities. The manager's role in this form of hierarchy involves the analysis and

management of the effectiveness of interaction and cooperation between the personnel within the

different levels of the hierarchy. It is in respect to their specific roles and responsibilities at their

respective levels.

7.

The virtual network structure is the one whereby the organization outsources most of its

major processes and activities from different major companies and runs their coordination form a

small central headquarters or the organization. The advantage of this structure as opposed to

doing everything in-house the organization is its transferring of risks and loses to the outsourced

companies. It limits the liability of the organization to risks, losses or shortfalls resulting from

organization processes and activities. However, it poses the disadvantage of difficulty in the
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management of the different outsourced companies. This is especially considering the diversity

of their operational strategies and cultures.

8.

Organizations engage in inter-organizational relationships in view of the establishment of

opportunities and enhance their values through the combination of the different competencies of

different organizations such as in terms of skills and resource gaps, environmental complexity,

and competitive strategies among others. However, engagement in inter-organizational

relationships affects an organization's performance and dependency. Such relationships shield an

organization from its weaknesses and mask its individual level of performance by the overall

performance of the relating organizations. This becomes especially impacting on an organization

when the organization has to perform individually in the market.

9.

ORGANIZATION BACKUP LEVEL OF LEVEL OF

ORGANIZATION DEPENDANCY CERTAINTY
1. The star laundry Whiter cleaners Week Medium
2. Masers grill Lowis restaurant Medium Low
3. Kwaks deliveries Easter deliveries Medium High
4. Clear maintenance High maintenance Strong High
5. Coca-Cola Schweppes Strong Medium
company company
6. Elegant dressers Seasonal dressers Medium Low
7. After-Cleaners Smart Cleaners Medium High
8. County airlines Jetty airlines Week High

1.) With regards that my demand for services for the high dependency producers is not of a

large quantity, I do not have any more backups than the two producers listed. Creating more

backups would involve an analysis of my needs and the potential producers in the market
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offering my specific needs. This involves analyzing and categorizing those offering the services

at the rate of 'most likely' to 'least likely'. This enables for a sequence of strategic backups for

the need.

2.) In the case where a high dependency and high certainty changes into a high dependency

but low certainty there would be a need to look for another organization. The other organization

would be the backup organization. The organization offers the next highest possible level of

dependency and certainty for the production. This change in behavior establishes a direct

correlation to the concept of resource dependency. Resource dependency creates rate of demand

and hence applicable to the best potential producer.

3.) I have used behaviors such as those related in the exhibit 4.7 in various cases. I had

required a constant supply of everyday products and services in very demanding rates such as

during holidays when relatives came to visit. Managing for such a large crowd, I could not fail in

delivering food and other products they needed on a daily basis. This required for me to list and

rates a number of suppliers in view of their dependency and certainty levels. The result was that I

was able to ensure that I still delivered for the demanded products and services at all times

despite any failures or inconvenience caused by a supplier. This is by replacing them with the

next rated most dependable and certain producer.

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References

Cravens, D. and Piercy, N. (2012). Strategic Marketing. McGraw-Hill.

Daft, R. (2008). Organization Theory and Design. Cengage Learning.

Doshi, V. (2011). Impact of Inter-organizational Relationships on the organization. Indian

Institute of management.