Strengths and Weaknesses of Bureaucracy

Strengths and impuissancees of BureaucracyThe advent of 21st century, the globose saving has dramatically chthoniang nonpareil and only(a) sorts. Developed and emerging economies argon converging to unmatchable gigantic global economy this has directly impacted the dividing linees compelling organisations around the humanness to competitory at the international level. The protection shield enjoyed by the organisations behind a closed economy earlier under the cloak of the goernment constraining entry for foreign bunkers argon getting slimmer each year. Consequently, organisations do to fight in their home country a getst MNC with vast resources, and search for opportunities elsewhere.However, in that location are numerous other fixingss which have lickd organisation world wide to reckon their strategies in the wake of the changing global transmission line dynamics. Free heap area agreements, creation of trading blocs such as the European Union, southward East Asia n countries (ASEAN) and other similar existing and ones which are silent under consideration have immensely pressurized companies, and exposed them to the competition. The war-ridden and comparative degree advantages enjoyed by these organisations earlier are now threatened by the parvenue foreign entrants. As a subject to survive and grow in the 21st century to the highest degree organisations either altered or wizened a focal point to the changing conditions. The ones which survived the strong wave of laboured adaption have tumefy-read their littleons that form is a constant factor in the global crinkle environment, and being reflexive and adaptive is the only way out.Technological introduction is another aspect that has entranced alter in the organisation. Technology is evolving at a rapid pace warranting organisation to absorb the wobbles at the same speed. different important factors Intensity of international competition presence of key competitors in all ke y international marts internationalization of harvest-time standards stronger push by international bodies such as the world Trade Organization (WTO), world-wide Monetary Fund (IMF) kind magnitude level of international trade amongst countries increase in Intra-firm trade Technological intensity. At the organizational level, there is continuous pressure to per grade in the new business economy factors such as availability of scarce resources, Value Added Activities, presences of Propriety Technologies, focussing Skills , Marketing Skills, creation of strong brand equities, Production know-how , achieving economies of scale , nut-bearing capability and presence of low labour costs centres(India , Chain and etc.) and legion(predicate) others.1.b Strengths and Weaknesses of bureaucratic organizationsBUREAUCRATIC organizations functions well and are suitable for environments which are durable in nature and involve routine tasks and minimal technological transmutes. A Bureau cratic organisational structure is often centralized they have a work out, well defined vertical hierarchy of command, authority and chain of control. productivity and talent are handd through standardization of fermentes. Emphasis is given to specialization of care fores and is roughly often formalized. As a result of these factors, the tasks in a bureaucratic organisation often results in rigidly defined jobs, handle , applications of engineering science leaving very less or often no put for creativeness or modern input signals into the organization. Since every tasks, process are mold and predictable by strict standard operating procedures, the system agree a machine (Max weber, 1978, cited in Beetham, 1996).According to Max Weber (1978), Strengths and Weakness of a bureaucratic organisation are as followsStrengthsStrict rules and statute regarding work , behaviour and employee code of conductImpersonal orientation detail sphere of competenceContinuity in uniformit y of trading operationsless(prenominal) impact of any channelises to the organizational structure or focal point intellectual allocation of tasksDivision of labor found on various specialise functionsMembership constitutes a careerPromotions are usually ground on experience and technical knowledge and competencequalifications time-testedlimited discretion of officerslegally based tenureEducational and technical qualifies are tested periodicallyPrescribed chain of authority and legal compliancesWeaknessesVery less or often no space for creativeness or innovative inputs into the system high-pitchedly rigid decision making system. Participation is based on defined authority there is a severe leave out of empathy or rationality.The origination is extremely regulated by set rules and regulations.Productivity and efficiency are achieved through standardization of processesRigidly defined jobs, process , applications of technologySlow re act to unexpected crisisBureaucratic organ izational tone up is not suitable for industry or companies which are under great pressure to perform and compete in the market.Neglecting classify intellection and initiatives1. c Alternative forms of organizational developmentOrganisation development is a planned intervention. The primary intention of OD is to break the current organisational functions to realise a strong foundation for strengthens work towards reduction weakness track threats arising due to various factors influencing the business internally or externally to apologize risk or at least annul the exposure or damage, and all these ultimately results to reflect the changing business environment. There are multitudes of intervening areas within the organisation warranting intervention on regular bases, and to a fault at times of contingencies or unexpected crisis. Organisation int residueing for a higher(prenominal) level of changes often adopt a full range of interventions. This would to a fault include a spects such as the transformation of employee behaviour and postures to towards their roles responsibilities and in general, towards the organisational boarder objectives. On the other hand, partial attempt in change heed would result in organisational level troubles. Subsequently, operating policies, personal policies, counselling structures and organisational skills sets would go on short of it expectations. Typically, organization development programs provide implement multiple interventions simultaneously. There are various methods / types of organization development interventions considered for change circumspection geomorphological interventions, third party peace-making interventions, Intergroup police squad building interventions, process consultation interventions, forced field compend Kurt Lewin, Team interventions, and process consultation interventions.Structural Interventions It is alike know as techno structural interventions and mainly focuses on changes i n tasks, organisational structure, technological processes, shade circles, TQM, restructuring and work/job design.Intergroup group building interventions These interventions advocate in the return of intergroup relations between work teams, palliate in effect(p) communicating. The travel involved are OD practitioner meets the group attracters and reckon their requirements. Groups meet separately and encourage noting d avow about perceptions, related problems, attitude towards each other. This also involves group anticipating each others expectations. This process helps in alter interaction between individuals and groups find solution to unresolved problems and minimize the communication gap.Team Building interventions These interventions are focused on improving team organizational processes, Task accomplishment, Problem diagnosis and establishing strong team relationships. The process involves analysing the break up of teams existence, objectives and team preparation for task accomplishment.Human Resources precaution interventions involves employee procedure and assessment focussing, employee wellness and reward systems, organisational diversity management and many others. troika party peace-making Interventions various methods and techniques are used , such as the encounter technique, Insist on exploring possible solutions, Efforts to overcome negative feeling, solving social deviation Differentiation phase understand differences of perspectives , Integration phase share-out of positive feelings and thoughts.Other intervention areas are team building, self-designing organizations, facilitating, organizational restructuring, conflict management, training, coaching, and organizational transformation, cultural change and strategic management. linchpin Stakeholders in My elect OrganisationMy elect organisation for castrate prudence Process is a local grocery supermarket located in Bangalore, India. It was founded in the year 2001. ab initio the sell store supplied only stationery and foods items however, over the years, to a greater extent products were added to their portfolio. Today, the retail store known as Naveen Supermarket has range of products such as signal hold goods, food items, electronic items among other products commonly found in general grocery stores. Naveen Supermarket has about 20 to 25 employee working in different shifts around the clock. The employees are divided into one-third main sections, the firstborn group manages the supermarket floor, the second group is engaged with the stock management, and the third group manages telephone orders and delivery system. The supermarket store is situated in a handy location, surrounded by huge residential complex, transportation points and also major educational and business institutions. Since its inception as a small retail store in 2001, it has now grown into a busy 24 / 7 store serving over 5000 customers every week.From the last few years, worl d economy has seen a dramatic change in its location. patch Naveen supermarket experienced exponential growth, it also faces increasing competition from new entrants particularly, banging supermarkets, transforming the market into highly belligerent business. The usual old ways of attracting and retaining customers have been found ineffective, and consequently, the supermarket is seriously planning to have a major happen in the organisational structure, and also business functions to reflect the changing conditions in the market. Change in demographic profile of the surrounding population has also mandated changes including the product portfolio to accommodate multi-cultural food products, different age group especially increasing student and higher working class population.Apart from this, the management of the supermarket is also envisioning of opening similar stores in other locations in Bangalore. Bangalore is known as the second silicon valley of the world, and emerging as one of the major metropolitan city in India, consequently, today the city has adapted a culture similar to other major cities around world attributed by fast moving busy life style.OpportunityA study done by Davies (2001), point out that food customers in UK are not interested to cook food in their kitchen. The iterate of Davies stated Food manufactures should address the pack of this fast moving, time ravening generation. This bum be done by making branded and own label products that fits the changing lifestyle of new era family. Speed is undeniable while preparing food as there is no time to cook. effectual and convenient food is in demand. The similar trend is rising in India as well. So Naveen Supermarket has the tremendous opportunities to expand their chain across India. outline of the type of Change Company is initiatingThe organization is going to have recent development of the operational change consists of the operational modifications will change the techniques of on-going operations of the company, like the automation of the various operational processes. The operational changes would help Naveen supermarket in repairment in supply chain management practices, increase in revenue, improvement in feature of service and products by applying Total quality management and Kaizen systems for continuous improvements. The main aim of implementing to have cost-cut in bulky streamlet and achieve competitive edge in the higher competitive market conditions. The change proposed for the automation of transaction and operational activity will also lead to quick decision making and helps in the analysis of current situation.Now, these four different types of changes as per consultant David A. Nadler and management professor Michael L. Tushman together developed an instructive topology of organization change as shown in the diagram shown below. (Kreitner, 2007)Four types of organization change topology additiveStrategicAnticipatoryTuningRe-orientationR e expeditiousAdaptionRe-CreationBased on this case shown in above table, the company is doing Re-creational change. The change is reactive in the sense the company is growing and wants to optimize the operational activities by victorious advantage of automation and changing strategic vision of company.Changes Appropriate for Naveen supermarket.1. earmark quality in its product and services focusing on improve personalized dispositions improve the order placing and delivery mechanism including online platform.2. Aggressively market by introducing various promotional offer to match other competitors especially MNC.3. Control operating costs thereby saving could be likewise transferred to the customer as increased services or price reduction, and thus building a strong competitive advantage over the time.4. upgrade professionals in the field retail management, so as represent a fair mix of talents in the organisation representing wide background.2. B outline of poses for stakeh older engagementStakeholder engagement models and its analysis/applicationStakeholder AnalysisStakeholder Analysis and Stakeholder focus are the important aspects of Change Management Process to garner incite for change in the organization. This technique gutter be used to commit the key areas of change, and affected persons in the carrying into action of the change. Stakeholders are an important summation to the organisation, and therefore its imperative to consult the stakeholder prior to the implementation of change to achieve the desired outcome. Disagreement or partial commitment would jeopardize the stallion undertaking, eventually, resulting in unwanted conflicts and disagreement. The stakeholder analysis tool would assist Naveen Supermarket to comprehend and gain an early support from the stakeholders especially the influential ones. This requires that the management educate the stakeholder on the transpiring conditions that the business is surrounded with, which lead to the decision of undertaking change management in the organisation. The stakeholders should clearly be explained about the consequences of both options considering and not considering change in the short and ample run. Winning the support of the influential stakeholders, and eventually others is the key to the successful implementation of change.The key stakeholders of Naveen Supermarket areManagementStaffCustomersSuppliersInvestorsGovernmentMunicipal corporationCommunity (General Public)The following questions stinkpot provide an understating about the key stakeholders thoughtsWhat is expectation in terms of monetary or emotional? Optimistic or destructive?What is the key sacred aspect of the pop out to them?What facts are they looking for?What is the most effective way to communicate the message to them?What blackguards are inevitable in the management of their objections and opposition?Creating a platform for effective communication with the stakeholders would yield th eir train thoughts and feelings of the project, and would enable how much of the support it can gather eventually. In episode of objections, what step needs to be taken to turn around the objections into constructive support need to consider?This process can start with establishing an effective communication system, tailoring the information or message to suit the end receivers. Organise training programs, consult and include the stakeholders according to the proportion of their interests in the new development.Stakeholder mapping is a powerful tool allows a pronto analysis of the stakeholders impact, and how to improve the support system. (SVQ, 2007).Stakeholders mappingStakeholder mapping matrix (MayersVermeulen, 2003)A- Key PlayersManagementEmployeesSuppliersB- Keep SatisfiedGovernmentLocal councilsC- Keep apprisedCustomersInvestorD- Minimal EffortCommunityHigh Interest LowHIGHPowerLOWHigh power, highly interested Stakeholders These key players should be actively engaged in t he project and more political campaigns should be put to satisfy their curiosity and requirements in the project.High power, less interested Stakeholders Keep them interested however avoid over indulgence.Low power, highly interested Stakeholders These players should be kept informed on a regular basis about the developments of the project. Though they constitute low in the power play matrix, their collective number or size has immense influence on the project.Low power, less interested Stakeholders They dont have direct impact however, they form the part of the entire system and therefore would require their inclusion in a constructive manner.Task 33A Change models appropriate for my chosen organisation.CHANGE MANAGEMENT MODELSThere are many models of change management such as Learning organization approach (LOA), look forward to and Hope theory of competition in the third wave, the Kaizen approach to improve the quality of service, Business process re-engineering (BPR), de-layer ing, downsizing etc.Business Process Re-engineering (BPR)BPR is one of the important steps prior to the implementation of ERP in an organisation. Basically BPR is the key reconsideration of the organisational processes and involves radical thinking. It helps the organisational to improve various business operations dramatically so as to achieve excellence in customer services, reduce operating costs, and transform itself into a global competitor.BPR according to Hammer and Champy (1993), the primitive rethinking and radical redesign of business processes to achieve dramatic improvements in captious contemporary measures of performance, such as cost, quality, service, and speed. The greatest approach to implement change is to understand that change is the only constant in the dynamic business environment and embracing it is the key to survival and forthcoming growth. BPR is a methodical training process to enable companies to conduct feasibility evaluation for managing vivaciou s change. (Erpwire, 2010)John Kotters 8 step change modelKotter (2002) describes a methodical process to change management. Kotter suggests that for change to be successful, at least 3 /4 of the companys management need to embrace the change factor positively.The Kotters 8 step change model illustrated with a diagram in the consideration the supermarket.Identify short priorities and set achievable objectivesFocus on accomplished and future milestones.Strengthen the importance of fruitful change via employment, promotion, and intertwine change into the organisational culture. constrain the regulatory teamRepeatedly and robustly with the stakeholdersEstablish a straightforward vision and strategy within the team.Inspire people to move earmark positive feedback and tons of backing from leaders reward and recognize improvement and accomplishments.8. Make change stick7. Build on the change6. ready the short-term wins3. force visualization for change2. Construct the regulatory team1. Increase urgency4. Communicate the Vision5. look at ObstaclesKotters 8 step change modelKotters 8 step Change model, Source www.Leadershiphub.com3.b writ of execution of change model in my chosen organisationIn my opinion, Kotters model would the purpose of implementing the change management to achieve desirable results for Naveen Supermarket.According the model followings steps need to be undertakenCreate the sense of Urgency feel OneSense of urgency should be created among the stakeholders especially ones with most influence on the Naveen supermarkets business. This would include the shareholders primarily, employees, customer and other as deemed fit into the system for the change management.Form a Powerful Coalition Step devilNaveen supermarket must create effective leadership platform to implement and observe change in the organisation. This requires coalition and support with key employees who can commence and control and monitor the change process through its life.Cre ate a Vision for Change Step ThreeTo get employee and other stakeholders combat-ready actively, Naveen supermarket should have clear and transparent, comprehendible vision about the change and its implications. other than the enthusiasm would fade slowly from the epicentre of the core activities of the change management as it moves away and as time pass by. This would require that the leader on a regular basis reinstate the vision to the employee to keep them altered of its progress and active involvement.Communicate the Vision Step FourNaveen supermarket should communicate the vision to the participants in effect through various channels such as media, training programs, organisational announcements. The more the emphasis on the key points in the vision the better the influence of it on the stakeholders. The vision should be comprehensive, cover every operations of the business that need change, influence and motivate the employee to be part of the change management.Remove Obsta cles Step FiveThere are likely chances of obstacles crippling into the implementation process very often. However, the organisation should remained focused on the key action plans, closely monitor, get regular feedback and undertake any necessary actions required to adjust to the changing factors of the environment. Obstacles can come from internal source or external. Naveen supermarket should take speedy actions to restore the plan on its due rowing of execution. Obstacles that can be removed should be eliminated, others which tend to remain and profoundly rooted must be accommodated without actually diluting the vision or jeopardizing the actions plans.Create Short-term Wins Step SixThe Naveen Supermarket store must identify tasks, which can be accomplished easily. The results achieved would encourage further involvement and motivate others to combine the effort whole- heartedly. Proper compensation and reward system should be construct in the change management process. Empl oyee who contributed considerably should be recognized and rewarded accordingly, thereby, setting an example of the personal benefits from its involvement. Short term achievement should be communicated in effect to the stakeholders to keep them interested.Build on the Change Step SevenThis is one of the important steps. Naveen supermarket should build on the change, evaluate every winning factor and leverage on it. Failures should be identified and corrective steps need to be taken, so as to avoid similar failures in the future. victor got at this stage should not be assumed as the closing victory rather, it must enable deep thinking, and serve as input to the next stage of change management after all change management is a continuous process.Anchor the Changes in Corporate enculturation Step EightIn a long and continuous effort of change management, the process should eventually be observed into the main electric current culture of the organisation. For changes to be a part and parcel of the organisational culture, the leaders should regularly alert and create awareness about the existence of the change management that is deeply rooted in every organisational activity. The perception of change management should become an inseparable part of the organisational culture in a long run this in turn would create a platform and facilitate any major undertaking in the future.Desirable Outcomes of Change computer programThe change management would eventually yield desirable outcome if it is undertaken constructively and effectively throughout its various implementation phase by the Naveen supermarket management. The three key areas of noticeable changes areOperational changesThe operational changes would help Naveen supermarket to improve various business operations. The changes should result in considerable improvement in the near future in the online orders and delivery mechanism which it is planning to raise very soon, floor management, supply chain manage ment practices, improvement in quality of service and products , employee performance, reduction in operating cost resulting in increased revenue generation.Strategic changesChanges in the areas will give clear vision and direction to all the stakeholders of Naveen Supermarket. In a long run it will create value and ethos that is conducive for achieving growth and increase performance. pagan changesKey values and ethics in business operations created along during the process of the changes would be imbibed into the organisational culture. It would serve as motivation and sense of purpose for the employees and other stakeholders to achieve and contribute to the organisational goals. The success achieved would drive home a message that, organisation to survive and grown in the highly competitive business environment mandates change, and the stakeholder, especially, the employee are the agents and catalyst to the change management process. In a long run the process would reflect that o rganisational culture is based on change management philosophy for success.ConclusionThe change in organization generally also brings several issues. To make the change process a success it requires a lot of effort from the change leader. The change management model chosen by company needs to be thoroughly monitored and implemented. It is also measure and controls the success of the change process. Changes often result in individuals taking on greater responsibilities, retraining, performing new tasks and growing new skills and new ways of working. Individuals are taken out of the still zone they have operated in for some time. The anxiety and stress that can be caused if the process is not well managed will manifest itself in resistance to change. Greater degree of consultation and worker participation, both in the development of the strategic vision and the implementation of change, should increase ownership, thus reducing anxiety and stress that often drives resistance to chang e. Failure in most change processes can be traced back to poor communications and failure to appreciate the amount of retraining that is required.To conclude, I found that the scope of change is too wide and I would suggest that company should bring changes in different phases such as first of all bring the change of automation of some operational activity and later on when this change is successful implement other change.