The paper "Change Management and Organization" Is a great example of a Management Case Study. The delays faced by the mining co. are attributable to the failure of the equipment at the coalmine and WL1 acts as a pilot in using a new organizational strategy to reduce the delays. These delays occasioned by geological, mechanical, and geological factors. Where there is a delay, in the production process, those concerned individuals seek to avoid blame or better or they try to place the blame on someone else. Ideally, the non-mining departments are defensive since for them they only expect machines to work properly despite the geological difficulties. Additionally, physical constraints occasioned by the inefficiency in collecting information and different versions of the same incident may fail to filter up to the hierarchy due to different channels of communication. Non-co-ordination amongst the different levels of management: The top-level management in the three departments has some tension amongst them that can ultimately lead to misunderstandings amongst the departments.
For instance, the chief electrical and mechanical engineers are technocratic and concentrate more on the overall system and technology while their deputies respond only to crisis and arranging machine repairs underground.
Moreover, in other departments, the mode of communication is diplomatic and milder whereas in mining and engineering hierarchy it is more direct and sharp. Moreover, within the organization, some individuals enjoy higher levels of trust from the general manager unlike other deputy managers hence creating tensions within the organization's top-level management. No adequate levels of control and reporting mechanisms: The mining company has an inadequate and dysfunctional mechanism to report any happenings at the organization since the hierarchical reporting mechanism is dysfunctional.
For instance, when there is delay all the departments rush to know what is happening from their subordinates, causes, symptoms and breakdown. Moreover, before submission of the delay reporting it to another level in their management or replying to line management. Recommendations to the State Mining Corporations The recommendations in this case include: Focusing on Task Performance and Structure The aim of any company such as the mining company, in this case, is to improve its performance by reducing the effects of delays on production. The organization needs to ensure that its employees work within the scope of their job description, perform their duties limited to their positions, and adhere to the rules and procedures set out by the company and their job descriptions (Tannenbaum & Schmidt, 1973).
The managers and deputy managers in the departments of the mining company need to ensure that they act within the rules and procedures, control the workers, and train them on what every subordinate needs to do within the organization. Adopt a Functional Organizational Structure: A functional organization ensures that the worker's professionalism and identity is maintained, easy to administer, allows specialization and that every department within the organization has access to expertise.
One can classify the corporation as dysfunctional since each department acts on the incident reports at the same time instead of working together to find a common solution to the problems within the mining company.
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