Differences between the traditional, human relations, and interaction’s views of conflict
According to the traditional view, every conflict is supposed to be avoided at all costs. This is because it can lead to the harm of the parties involved. However, the human relations view states that conflict is not only natural but is also unavoidable. Therefore, it should not be perceived as negative. However, the interactionist’s view is that conflict is helpful as it prevents groups from growing stale.
Distributive and interactive bargaining contrasted
Effective contrast between distributive and interactive bargaining can be achieved by looking at the two through their bargaining characteristics. These characteristics include goal, interests, duration of relationship, information sharing, motivation and focus. First, in distributive bargaining, the goal is to have access to a greater portion of the pie whereas, in interactive bargaining, the pie should be shared equally among the two parties.
Second, in distributive bargaining, parties are moved by the win-lose motivation. However, in interactive bargaining, the parties are moved by a win-win motivation. Third, distributive bargaining focuses on positions whereas interactive bargaining focuses on interests.
Fourth, distributive bargainers have opposed interests while interactive bargainers have equal interests. Fifth, there’s low sharing of information in distributive bargaining. This is to prevent the other party from taking advantage. This is opposed to interactive bargaining that requires high sharing of information to prepare each party fulfill the other party’s interests. Additionally, the parties have a short-term relationship in distributive bargaining, as opposed to, interactive bargaining in which the relationship is longer.
Description of a Matrix Organization
Matrix structure is a common organizational design that integrates both product and functional forms of departmentalization. It has a dual chain of command. Its benefit is that there is that it does not only enhance proper coordination of specialists, but also allows them to be allocated in the most efficient manner.
Its main shortcoming is that it may lead to power struggles, and result to both confusion and stress.
Behavioral implications of different organizational designs
The research on the implications of various organizational designs on culture and organizational culture is quite inadequate. Research, on how organizational designs affect culture and the structural preferences for employees shows several aspects. First, the influence of national culture is great and second, mechanistic culture is accepted and embraced by high power distance cultures. Moreover, modern global based organizations prefer the designs. In addition, the implications of various organizational designs to organizational managers are that, first; the relationships among different structures have an impact on both attitude and behavior. Second, structure tends to hamper the behavior of employees.
Contrast between organizational culture and job satisfaction
Organization culture is a system of common meaning upheld by organizational members and one that makes the organization distinct from all others. It is descriptive and more concerned towards the perception of employees towards the culture within the organization rather than their preference to it.
On the other hand, job satisfaction is evaluative and more concerned with the employees’ feeling towards the organization. It also evaluates the affective reactions to the work environment.
Functional and dysfunctional effects of organizational culture on employees
Both functional and dysfunctional cultures will affect employees in several ways. First, through the organizational culture, their values will be influenced and be greatly shared. Second, their behavior will be definitely influenced. Third, cohesion within the organization will increase. Finally, employee turnover will be lowered.
Advantages of team-based, network-based, and boundary-less organizations over traditional organizational structures
A network-based organization is a small core organization that is charged with the outsourcing of major business activities. A conventional organizational will be portioned into several departments marching its activities. It will also have specific employees in each department to perform the specific tasks. However, a network based organization is small in size with the same workforce performing most of the duties. As such, it is less expensive than a traditional one. Besides, management of conflicts is easier in such a small organization performing different tasks than a traditional organization with wide operations and a large workforce.
On the other hand, a boundary-less organization is advantageous over a traditional one because through it, vertical and horizontal barriers are eliminated. Second, some exterior barriers that may be present in a traditional organization are removed in a boundary-less organization. Third, it mainly depends on technology and as such, there is likely to be quality in its operations, including production and products. Finally, team based organizations are likely to have proper decision making hence improved management structures than traditional ones.
Challenges faced by firms that attempt to set up manufacturing facilities in China
First, there is evident self interest among Chinese managers. Chinese managers will often prioritize their interests rather than those of the company. They will also work towards meeting the interests of their workgroup more than that of the company. They seldom communicate with each other and do not let the interests of the matrix body to preside over their own.
Second, there’s manipulation of the matrix body. This emanates from the incompetence of Chinese sourcing managers who are far away from the rest of the teams. There is no open communication and accountability between him and the other managers such as the finance and QA managers. The sourcing manager receives protection and praise from the HQ, who also help him in solving disputes.
Third, there’s the problem of the tool supplier. This is where someone puts a frame around their duties by only providing the tools and other support required in accomplishing a given task. However, they do not manage processes, people and projects within the organization. This makes them to sit back and let their working scope reduce.