Evolutions_of_Formal_Organizations

Evolutions of Formal Organizations 2. The character of business is evolving rapidly and the traditional standard of the conventional bureaucracy is gradually melding into a less structured form. Within the conventional bureaucracies there is a distinct chain of command and the employees within these organizations generally are in positions that have different specialized requirements and as a rule they communicate in a formal method. Today’s economy requires businesses to be open to inventive changes and to be more open and flexible (Arimantas, B., 2007). Micah’s organization, like other formal associations has the ability to evolve into a successful, open, and flexible organization. By creating a more innovative environment, formal organizations will experience the benefit of more productive workers and employees have the ability to advance their professional objectives. Creating inventive and new solutions is a gratifying experience (Borghesi, R., 2000). Formal organizations are generally understood to be structures of controlled procedures that occur when work is rooted in multifaceted networks of technical relations (Borghesi, R. , 2000). However, formal organization structures in contemporary cultures develop in extremely institutional environments. Organizations are motivated to include the systems defined by predominant concepts of organizational work and institutionalized in modern civilization. Organizations that are open to such improve their validity and their potential to survive. To sustain traditional consistency associations that display conventional rules are likely to safeguard their more formal structures from the questionability’s of the technical activities by creating a partnership between their work and their formal organizations (Arimantas, B. , 2007). 3. Workplace competition also may improve business. By allowing employees to explore their talents as they relate to the business and to be more creative, this can be a major boost for the organization. This enables the company to benefit in a larger patron source, an increase in production and more content employees and customers. By allowing them to delve into their creative abilities, the employees gain the benefit of feeling that their companies have appreciation for their talents. This admiration may lead to higher employee retention with the company and possibility for the employee to continue a more innovative and productive career (Black-Beth, S. 2008). The chain of command has the possibility of decreasing in size as the conventional bureaucracy organizational construction develops into a more flexible and open institution. This allows for more rapid reactions to changes and also permits employees to investigate their ideas faster. Employees are also more likely to take advantage of training that is made available to them through the more open and flexible environment. In a flexible organization, improvement and progression are supported, while in a conventional bureaucracy organization the chain of command must be followed and the route to advancement may take longer. By developing into a flexible organization, a conventional bureaucratic organization has the ability to allow employees to achieve the knowledge that is needed to succeed, to assist employees in realizing that they have options and in turn inspiring and prompting them to become more productive. An open flexible organization has the capability to provide results to 4. employees such as lifetime security and advancement with little or no red tape, whereas the conventional bureaucratic model instigates more red tape and more trials to achieve the same consequences as the open flexible organization. In the flexible organization, there is the possibility of more expansive training, and spirited work teams (Macionis, J. 2006). With these transformations employees will become aware of their companies appreciation of them, which sets in motion a sense of commitment to the company. Both the employer and employee will benefit from the renovations. As it transpires in primary groups where associations are close and personal, appreciation occasions and other group events can initiate long-term relationships as well in secondary groups. Between the open flexible organization and the conventional bureaucracy there are two very diverse chains of command. In a flexible, open organization there are less people to answer to and more of a horizontal association. They typically consist of contending work teams, then the senior supervisors who manage the teams, followed by a CEO who directs the supervisors. In the conventional bureaucracy, the CEO oversees the senior manager, who in turn supervises a department leader, the department leader then directs a middle manager who then oversees customer service representatives. As the formal organizations evolve, the individuals will continue to stay in three different formal organizational categories. The ones that consist of most of the workforce are the utilitarian organization. This association consists of people who are working for an income. The coercive organization contains people who are forced to join as punishment and they are 5. generally people from mental institutions or prisons. The third organization is the normative association. This organization consists of people who are following a goal that could be considered morally meaningful. The normative organization generally is based on volunteerism. There is a possibility for one specific organization to consist of all the categories. An example would be a prison which consists of a normative organization for a volunteer, a coercive organization for the inmate and a utilitarian association for the employee (Macionis, J. 2006). By initiating the processes and procedures of an open flexible organization, the association that Micah is with will help him and help itself. 6. Arimantes, B. K. (2007). Management Theory and Studies for Rural Businesses and Infrastructure Development. Volume 8 Issue 1. Retrieved from http://web.ebscohost.com/ (December 2010). Black-Beth, S. (2008). Franchising World. Volume 40 Issue 1. Retrieved from http://web.ebscohost.com/ (December 2010). Borghesi, R. (2000). Financial Management. Volume 36 Issue 3. Retrieved from http://web.ebscohost.com/ (December 2010). Macionis, J. J. (2006). Society: The Basics, Eighth Edition.