Bobs Meltdown (part 3)

Concord Machines managerial attitudes

Sadly, change does not occur in an organisation in an easy manner. As Palmer and Akin (2006) notes, a very small number of managers can introduce a major structural change within in organisation successfully. This is because change is demanding and it calls for both the employees and the managers to cope with the environmental pressures on the organisation.

In relation to the at concord machines facility case study, it can be clearly be seen that due to lack of prior training as well as experience which most of their line managers lack, the managers are merely unable to formulate the b\vision required to change the organisation. The management is trapped in a maze of pre-existing management structures, comfortable traditions of the organisation, organisation politics and fear of change. According to Worren and Moore (1999) this kind of mindset is a bureaucratic mentality and it is hard to favour change.

Since the concord machines company, comprises of pools of technical managers and leaders, employees have got specific duties and tasks whereby their duties and regulations are strictly prescribed. In concord machines a strict understanding of a worker’s role is stressed. As it can be seen an employee climbs the occupation ladder however, this is done through rewarding employees using a narrow range of responsibility. In concord machines concord machines just like in many other bureaucratic companies, employees are not encouraged to develop a broad view of the company and its objectives. As one managers notes, this is a complex organisation and employees are supposed to know only what they should do; their duties and not be involved in general management of the company or operations of other departments which they simply have no idea of.

As a result of limited scope of the operation of the company, a number of current manages in the concord machines Company who reached these management positions through climbing the ladder have a myopic view of the business world and the position of concord machines in the industry. These inflexible mindsets of the managers are visualized in their resistance to structural changes that other manager may propose. To them “if it is working why fix it” is the song they keep on singing. The managers have an attitude of not wanting to embrace any change. Yet, to be responsive to the changing business environment and technological advancements taking place, structural changes are necessary.

A strategic manager is aware of and will embrace change. But, those managers who do not have a strategic mind set like some in the concord machines will click to the “old and current good times” forgetting that failing to change now, is inviting problems in the future.

Usually, those inexperienced or unresponsive managers who have climbed the ladder in the bureaucratic concord machines system of leadership always presume that when they give orders, every employee is supposed to respond. Hence, this approach is very hard to bring in any change, employees today want to feel valued and they prefer a participative kind of environment than a bureaucratic one (Glower; Legge and Clegg, 1993).

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