Flat organizational structure is less practical for SHU since the company has employees that believe in hieratical structure and also young employees that prefer a flat environment. It is clear also that technology change was applied to the company without proper procedure and thus resulted in conflicts. It is also clear that employees are undermotivated due to fear of job loss. This paper aims at identifying structural strategies technological strategies and behavioral strategies that can be applied to SHU to improve its effectiveness.
Structural strategies
The flat organizational structure should be replaced with original hieratical structure but give employees ownership and ability to contribute or go for flatter structure
Currently, there are eight employees in the packaging department. Five are old employees working day shift, and three are newcomers working a night shift. Clearly the company under packaging department, the company has more old employees than newer ones. Old employees are used to hieratical structure. It is also clear than Chinn is eager to keep southern family culture. One aspect about southern family culture was hieratical structure and employees loved it since it ensured the business operation was sufficient and effective, and employees were adequately compensated and taken care of. According to Morgan (2015) flat organization structure is only best for small and medium-sized organizations. Besides flat organization structure should be suitable for a starting company and should be replaced with appropriate one when organization grows. The main reason why flat organization structure cannot work in large organizations such as SHU is that it encourager “high school” mentality where people may seem to support and work together, but in reality mostly they prefer individualism. The result of such mentality is difficulty in maintaining communication and collaboration in long time. Flat organization structure can also be a breeding ground for laziness and over-dependence on others. Usually, there are no supervisors or managers. Therefore, each employee self manages themselves, the result will be some of the people finding it easier not to contribute but at the end of the month get paid. Therefore, the idea of flat organization structure is not effective at SHU. Instead, the company should maintain the original PRU structure or go for a flatter organization structure. Flatter organization structure is practical for larger organization, since it maintains traditional hieratical structures but encourages collaboration and communication. Flatter organization structure understand that manager serves to support employees and not employees serving to support them. It also understand that it is not a must for employees to work at specified company, but they should work there. Therefore, it gives value to employees and gives them a sense of belonging. Using flatter structure can greatly assist in solving the conflict at packaging department. First, it will give every employee a chance to communicate what they face freely and get solution in short time. it will also enable them to communicate their ideas and get them implemented.
Shift employees should be mixed up, i.e. contain new entrants and old employees
Flatter organization's structure will also allow employees to be mixed up, i.e. different ages and races and thus promote coexistence. When employees are mixed together and work together irrespective of their age or culture, they will be able to understand each other and thus promote respect and mutual coexistence. Currently, employees are not mixed up, old employees and new employees work separately. Therefore, there is no chance that they can interact and learn more from each other.
To keep the southern family culture, the department manager should be from long-serving employees from PRU
Chinn is keen to keep the southern family culture. The culture can only be learned from old employees. Therefore, it is prudent to put old employees with vast knowledge of southern family culture in managerial positions. According to Ferguson (2019), long-serving employees are valuable assets to the company since they indicate stability, they have adequate knowledge about the company, and they are cost effective. They are cost effective since they need little training. Long-serving employees have undergone changes in the company, and they know what works and what does not work. They also have vast knowledge about company culture. Therefore, they are great resource for development of newcomers.
Decide and confirm the culture
The company has not decided on the culture to follow yet. Chinn is only keen to follow southern culture, but he is still undecided. Culture defines how the organization works. It is mode of association between workers in the system (DOYLE, 2019). Culture may define who stay at the organization and who leaves. Therefore, it is important for SHU to define its culture so that employees can associate with it and thus able to work with harmony since each will understand the basics of their operation and strive to meet them every day.
Technological strategies
Prepare employees to be ready for changes in the packaging department
The impact of technology is already felt in packaging department. Therefore, it is only prudent that management should communicate with employees occasionally to reassure them that technology is only there to make their work easier but not to face them out. To enable employees accept changes brought by technology, the company needs to make official communication, create a feedback system, address the fear brought by changes and use emotional intelligence to solve their grievances (Kislik, 2018).
Reskill those who are likely to be faced out due to automation
Sure, there are employees that are likely to be faced out when artificial intelligence and other technologies are implemented. Therefore, the solution is to retrain workers at risks and reassign them new roles. Before introducing a new technology, the company need to start reskilling them early to show commitment, thus reducing fear. In future, the company should establish reskilling courses and let employees chose what they like and be retrained. Giving employees a choice gives them assurance of commitment and encourage them to continue giving their best as their future is catered for. The company should start with affected employees in packaging department. It should provide them an opportunity to choose a course and be retrained with assurance of a new job after completing the training.
Behavioral strategies
Keep communication open and two ways
One of the weaknesses of SHU is poor communication flow. Rumors spread a lot, and management does nothing. Negative communication reduces employees' morale, especially during transition process. The company needs to keep positive communication flowing in all directions. Communication gives assurance of commitment. Therefore, when employees communicate their problems and receive seamless feedbacks with solutions, fear will settle and their morale will improve.
Create positive workplace energy
SHU working environment is hostile. The team in the packaging department is divided. It is important for management to define a culture and state that everyone is valued at SHU and there is need for all employees regardless of their age and culture to work together. Finding common ground is very important in this situation. Common ground can be a culture, goal or objective. The company needs to define all these aspects and create teams that reflect diversity, respect, and commitment. With all these aspects addressed, a harmonized working condition can established. Direction to follow should be defined, and thus employees will feel motivated, work with purpose and deliver what is required of them. The company can also create positive working conditions by promoting fun activities. For example, it can have sports day or tour days where workers can go out and interact. Creating envelopment which is social health, is very important in normalizing hostile working conditions since it assists in creating common ground for all.
Structural strategy, technological strategy, and behavioral strategies all work hand in hand in ensuring that the organization becomes effective and solves its weaknesses. It is clear that flat organization structure cannot practically work for SHU, but flatter organization structure can be effective for the company. It also clear that technology resulted in conflict, and to address the damages, the company needs to retrain employees at risk of job loss and gives them assurance that the company is committed. Also, it is important for the company to create a peaceful working environment, keep communication flowing and show commitment to win the hearts of fearing employees.
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References
DOYLE, A. (2019). What Is Company Culture?. Retrieved 23 November 2019, from https://www.thebalancecareers.com/what-is-company-culture-2062000
Ferguson, G. (2019). Why Are Long-Term Employees Important?. Retrieved 23 November 2019, from https://smallbusiness.chron.com/longterm-employees-important-40711.html
Kislik, L. (2018). How to Tell Your Team That Organizational Change Is Coming. Retrieved 23 November 2019, from https://hbr.org/2018/08/how-to-tell-your-team-that-organizational-change-is-coming
Morgan, J. (2015). The 5 Types Of Organizational Structures: Part 3, Flat Organizations. Retrieved 23 November 2019, from https://www.forbes.com/sites/jacobmorgan/2015/07/13/the-5-types-of-organizational-structures-part-3-flat-organizations/#1cca05d26caa
