Resource Management Describe two market-like arrangements that have impacted on your workplace whether positive or negativeDispersed Decision-MakingThe new social perspective emerging mainly because of globalization as well as the new information and technologies calls for new types of organizational management within each and every company type. As a result, my workplace has adapted to this new reality and reformed the organizational managerial model to an organization with dispersed decision-making. The organization is characterized by its varied missions, plural organizational structure, whereby its powers are distributed across the whole organizational hierarchy and its activities are operated in an extremely specific management system.
Considering that personnel in the organization enjoy working independence in addition to taking decisions allied to their activities, management of the organization is challenging to the organizational managers (Gerhart, & Milkovich, 2000). Since the organization is bid and diversified, it is not logical for only few people to possess all the resources for achieving all organizational goals and objectives. Consequently, it is not practical to concentrate decision-making power at the top. In addition, the organization is geographically-dispersed and hence dispersing decision making facilitates direct supervision of the organizational operations on daily basis.
The purpose of dispersed decision making in the organization is that to facilitate faster decision making as well as improved adaptability to local conditions and context (Porter, 2006). Dispersed decision making operates through implementing various types of teams. As a result, the organization has established self-directed work teams as the fundamental production group. At other organizational levels, the organization has established cross-functional teams on a permanent basis as the common way of carrying out the organization’s work. In order to ensure dispersed decision making, the organization has taken various steps, for instance expansion of the scope of jobs, engaging employees in problem solving along with planning, in addition to fostering open communications and this has resulted to increased job satisfaction and improved performance among organizational employees.
Basically, decision making as well as goal-setting procedures are shared at all organizational levels and communication generally flows more freely all over the organization (Porter, 2006). Work-Based IncentivesThe work-based incentives in the organization are based on the conception that effort increases since individuals see themselves progressing towards their target.
As a result, the programs provide organizational employees with various products and services basing on their distinctive interests and varied requirements. The incentive programs have been designed carefully in order to keep participants eager to approach a new target after achieving a reward. In the organization, the incentives are based on individual performance. According to Drennan (2008) individual based approach has the benefits and costs as well. For instance, basing incentives on individual performance is basically associated with more pressure on people to perform and increased accountability and also increased risk-taking behavior.
The individualistic incentive scheme effectively distinguishes between high and low performers and hence provides an important source of performance feedback in addition to fostering the sense of a meritocracy. Drennan (2008) further notes that, individual incentives can be in particular valuable within big organizations where employees may otherwise feel lost within the system. As a result, under the individualistic approach there is a higher likelihood of having both resources and information hoarded than shared. Individualistic approach in the organization exacerbates the sense of a two-tiered society of organizational winners and losers (Gerhart, & Milkovich, 2000).