Bobs Meltdown (part 4)

The structure and attitudes of many managers fit well with Weber’s bureaucratic organisation. Looking at the underlined four main beliefs formulated by Weber for a “perfect” bureaucracy which are:

1.                  Fixed and bureaucrat jurisdictional areas

2.                  A firmly well-ordered hierarchy of great and subordination,

3.                  Management founded on written records, systematic and professional training,

4.                  Official activity taking precedence over any other activities and management of a given organisation should follows steady, knowable rules. (Koontz, 1961)

They fit well with managerial attitudes of concord machines mangers. As one manager stated what is needed is to “redraw the hierarchy and the lines of management responsibility and reporting. This is a pure bureaucratic attitude of management.

Manipulative attitudes

Leadership behaviour in work include; directive, supportive, participate and achievement oriented. Grant (2005) observers that type of leadership adopted will highly influence the relationship between the leader and the followers who are employees. The managerial attitude of concord machines is manipulative one, where employees are mostly manipulated to serve the organisation. This is confirmed by the operator who sated that “training and scope of individual development are not too good though, and the jobs you get can depend on whether your face fits the supervisor”, (Glower; Legge and Clegg, 1993).

This is a character of a manager that may be expressed by divide and rule tactics or policies. These tactics may include, not fulfilling promises made, encouraging groups and asking employees to be patriotic in times of crisis in an organisation. This character has a de-motivating impact on employees of concord machines. This has made the employees of the company to natural lose interest in work or to some extend, thus the underutilization aspect that is being witnessed in the organisation.


Structural change in an organisation is normally initiated by the management in order to respond to internal or external changes so as to improve the service delivery of the organisation. Change in management requires a thorough planning and responsive implementation, most of all, consultation need to done involving the people who are going to be affected by the planned changes. However, for this to happen, the management must have an attitude of embracing change and will to adapt to new approaches of doing work. In concord machines company it is clear that the management prefer sticking to the old ways of management, as one of them says “if it is working why change it” to them, as long as the company is able to operate and produce, nothing more is required (Glower; Legge and Clegg, 1993) However, from the case study, it is clear that structural changes are required in the areas of communication, organisation structure and change of management attitude and leadership style. If this three important aspects are not addressed the organisation is bound to face major problems in the near future.

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