i need a response to these 4 discussions. 1. My organization is currently transitioning into a…

i need a response to these 4 discussions. 1. My organization is currently transitioning into a…

i need a response to these 4 discussions.

1. My organization is currently transitioning into a post-modern, post Fordist organization and when I say transitioning I mean that they are not fully committed but a large percentage of the company has changed over many years. The car manufacturing business today is large, in demand and allows consumers to choose almost every detail. The Modern/Fordist organization has a very tight hierarchy structure with defined managerial roles in place for the decision making process focused on using unskilled labor producing large quantities of product at the lowest cost per item and the most efficient. Standardized product with minimal options, low employee turnover due to pay and incentives and a societal buy-in, leading alike lifestyles.

Today my organization has multiple decision makers in multiple departments that allows leaders to focus their expertise on items and develop together for a stronger, safer company. The workforce is more diverse than years before, employing higher educated, skilled individuals and promoting from within based on the growing knowledge of the employees and continuously improving the production process within. While employing the more skilled employees the option content has grown and the consumer can choose many details in their product from color, material, comfort level and appearance packages. The turnover has stayed constant and only younger individuals chasing the corporate ladder are seen in transition when not satisfied with timing of promotions. Many areas are seeing machine assist tools aiding employees in their jobs and the use of automation is becoming more and more common within the factory environments along with temporary workers to increase profits and productivity. Overtime opportunities are available very often when running a lean manufacturing plant and discipline is utilized when standardized work, behavior and absenteeism is not followed. There are specific rules and responsibilities to follow that come with these positions and if you do not follow them the company will replace said individual, of course when dealing within a union shop that task is much harder to complete, yet it can and has been done.

2. To be honest, I really struggled with this week’s question for some reason But, I will do my best. While I struggled with understand the chapter fully, I look forward to reading your comments and posts so that I can gain a better understanding on this week’s topic.

“Post-modern organization is organized around such issues such as constant change, instability, flexibility, and empowerment” (181) I relate to the flexibility, empowerment, and occasional change, but do not relate to instability. I think that if my company did face instability within our organization, employees and clients would not be happy. Our clients rely on us to be a stable source of information for them. “The postmodern organization is less about producing things and more about providing services, harnessing information technology, and developing brand identities.” (klien 2001) We relate to this in the fact that we provide both services and for digital marketing, as well as IT, analytics and help our clients identity their brands more.

If we were to be more of a post-fordist company, I think that it would be much too complicated for our company. The small production base and the number of specialized products we would need companywide just simply does not make sense. However, when thinking about how associates interact with their clients, they definitely offer and meet the “small batch, specialized needs” of their clients by making sure that all promotions and marketing are identifiable to that specific business.

In short, I see my company being a complete mix of all 4 of these. If anyone has any input I’m looking forward to reading it! Also, I look forward to reading your posts to gain a better understanding on this week’s topics.

3. My current organization really strives towards this post-modern, post Fordist style but still holds some modern organizational characteristics. One significant difference would be that in a post Fordist company, employment becomes increasingly unstable due to the quick changing competitive environment. There are many employees at my organization who have worked there for well over ten years and have no need to fear for their positions still. We do have a slightly higher turnover for programmers as the type of programmers we employ are in high demand and it is not unusual that they may seek better compensation. Also, my organization certainly wouldn’t be considered “no-collar work.” No-Collar work is described as knowledge work that provides an enriching environment and allows employees to realize their creative potential and that lacks a strong hierarchal structure (Mumby, 2013). While my company does try to create an environment to keep employees happy and comfortable, the hierarchy is certainly felt throughout. This organization takes hierarchy very seriously and it must be respected in conforming to social norms.

This company certainly seems to be moving towards post-modernism/post Fordism. However, it still holds some modern and Fordist characteristics that will keep it from moving into this realm as an organization. Functioning in a white-collar type work environment, depending on a hierarchal structure, and maintaining stable employment for organization members could be hindering its ability to move forward. Personally, I don’t think this is a bad thing and am sure it will take a lot of time before these characteristics begin to change in this direction.

4. Postmodern organization is organized around such issues as constant change, instability, flexibility, and empowerment. Business gurus speak of “thriving on chaos” (Peters, 1988) and “managing the art of irreversible change” (Bergquist, 1992) Furthermore, the postmodern organization is less about producing things and more about providing services, harnessing information technology, and developing brand identities (Klein, 2001) (Mumby, 2013)

For me, this is not difficult to imagine. This is the closest the book has come to describing my organization and I.T. department to date. In my organization, technology is constantly changing supporting roughly 700 employees internally and 50,000 insureds externally with 12 lines of business and 2 companies in 2 different states and 18 different departments. Although many of the areas share the same systems, many of the areas also have their own unique software and needs. There is approximately 130 I.T. staff working on different projects for different areas on a day to day basis. Some of these projects overlap and require coordination, and some of these projects are unique. It is organized chaos.

In order to work in such a way, empowerment flexibility and acceptance of instability is a must. In order to meet deadlines in such a chaotic environment, a micro manager would never work. My department has a very laissez-faire management style and feel. Very few employees enter our department without prior experience. Once employees are trained, they are generally expected to manage their own work style and workload. Long as employees are hitting their deadlines with satisfactory feedback from the business units, very little intervention takes place.

i need a response to these 4 discussions. 1. My organization is currently transitioning into a…