The historical stages of organizational design theory and philosophy
have transmuted from the ancient church and military models of vertical
structure based on discipline and authority to a modern horizontal structure
for the purpose of encouraging self-initiative and reducing response time. The
design imperatives are early recognition of changing environmental situations
and effective information flow. The critical element is
communication—recognition, interpretation, and feedback. The Thatcher article (attached) supplements
the discussion with a report on the findings of
a novel research project recently conducted at Intel with the objective of
improving communications at the micro-level—the individual decision maker.
Evaluate the method and merits of the research. Are these finding
applicable to other organizations and to the world of organizational theory?
If you were the sales manager and were given the
sales analysis in Exhibit 13.10 (p. 324), how would you interpret the data? The
data shows sales by territory and sales person. What do these data tell us and
how can we use them to evaluate the company's strategic goals? Is there a
problem with the company's strategy or with its tactics? In a perfect world,
what would the data look like? Fill in the numbers corresponding to a perfect
world. The numbers may indicate poor performance or good performance, but they
don't explain why? Think of alternative explanations and then suggest other
metrics for the report that would increase the resolution.
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