Organizational Behavior Organizational Concepts Empowerment The concept of empowerment in regards to business organizations symbolize a strategy wherein the business manager delegates power to the employees to think and act independently. This helps in generating confidence in the people to take potential decisions on their own. It also helps in enhancing the business competence and skills of the people (McShane and Glinow, 2006, p. 106). Self-Management and Cross-Functional Teams Self-managed teams in organizations are constituted by around 10 to 15 people that generally perform some amount of interrelated task. These people often function in supervisory roles and as a group work in formulating schedules or in managerial decision making.
They thus help in generating solutions to problems related to maintenance of supplier and consumer groups. These groups of people can elect and govern members on their own and thus reduce the need for supervisors. Cross-Functional teams in concerns consist of people belonging to the same hierarchy but belong to separate departments. These people are brought together on a common platform for accomplishment of some specific organizational objective (Robbins, 2009, p. 244-245).
Empowerment in Flat Organization Structure The flat organization structure is featured as that which has less number of hierarchical layers. Rather it is a flat structure that focuses on decentralization of authority from the upper hierarchy and thus is held to support empowerment of individuals to take decisions on their own (Eunson, 2012). Self-Managed and Cross-Functional Teams in Flat Organization Structure The Self-Managed and Cross-Functional teams thrive better in a horizontal or flat organization structure. It is because the said structure promotes decentralization and helps the people to work in different teams for accomplishment of organizational objectives (Gitman and McDaniel, 2008, p. 196-197).
Bureaucracy and Organization Impact of Bureaucracy in Designing Organizational Structure The art of bureaucracy helps in designing organization structure for it helps in assigning roles and the level of interaction the people ought to perform in regards to the various roles. Herein, it regularizes the level of authority pertaining to the different roles and simultaneously enhances their accountability to the internal and external system (Jones and Mathew, 2009, p. 239). Bureaucracy as a Problem in Organization and Prevention of Such The system of bureaucracy focuses on designing and recording of regulations and procedures about how the different levels in an organization should function to accomplish organizational objectives.
It sets hierarchies and roles and assigns tasks and responsibilities thereof. However such functions of bureaucracy turn out to be problematic in that where it is not adapted to changing circumstances. The act of bureaucratic control turns out to be obsolete and redundant in nature where it fails to solve the interrelationship problems emanating from the different organizational levels. Thus the rules and procedures listed in acts of bureaucracy should be subjected to test of times.
Effective feedback should be gained by the managers from their subordinates as to whether they are countering problems in the successful fulfillment of organizational tasks based on rules set. Such levels of interaction and communication between the different hierarchies would enhance the confidence of the people and thereby help the managers to revise the rules and procedures (Daft and Willmott, 2010, p. 363). Reference Daft, R.L. , and Willmott, M.H. (2010). Organization Theory and Design. United States: Cengage Learning EMEA. Eunson, B. (2012).
Communication in the Workplace. Australia: John Wiley & Sons. Gitman, L.J. , and McDaniel, C. (2008). The Future of Business: The Essentials. United States: Cengage Learning. Jones, G.R. , and Mathew, M. (2009). Organizational Theory, Design, And Change, 5/E. New Delhi: Pearson Education India. McShane, S.L. , and Glinow, M.A. V. (2006). Organizational Behavior: Essentials. New York: Tata McGraw-Hill Education. Robbins, S.P. (2009). Organisational Behaviour: Global and Southern African Perspectives. Cape Town: Pearson South Africa.