Introduction
The process of organizing tasks arranging them in a way that establishes a certain hierarchy within an organization is an important part of a manager’s role within the context of a company. Therefore, the theories that shed light on the subject matter and allow for scrutiny thereof should be considered. Although the selected approach may lead to a rise in bureaucracy levels when taken to its extreme, it also creates opportunities for building orderliness and cohesion within the context of a company.
Theories
Theory 1
The issue of arranging tasks within a firm may be viewed from the standpoint of the Scientific Management Theory. The specified theoretical approach provides a method of exploring different aspects of the workflow in an attempt at improving it to maximize the output (Richardson, 2014). The theory enables a manager to build an intrinsic understanding of the production process, as well as the organizational issues occurring within the selected setting. The notion of intrinsic understanding can be defined as developing an intuitive knowledge of the principles based on which decisions are made in the workplace. As a result, a manager can shape the workflow and the associated processes, thus creating a more comfortable environment for staff members and contributing to quality improvement.
Theory 2
The next theory also delves into the processes associated with internal management issues. Known as the Organizational Theory, the proposed tool creates opportunities for managers to establish strong principles and promote orderliness in the organization. The selected theoretical framework encourages managers to exert a significant amount of power over the company and enables them to establish hierarchical relationships within a company (Donaldson, 2015). While the proposed approach leads to an increase in the corporate power structure, it also makes employees quite vulnerable to the decisions and choices made by a manager.
Theory 3
The third theory incorporated into the management of organizational issues at Bridgestone Aiken was the Theory of Managerial Roles created by Henry Mintzberg (Singh & Rani, 2017). The theory suggests that the process of management should be viewed as a system of tasks between which a manager has to switch. The specified theoretical framework made it possible to distill several crucial steps in improving the organizational processes at Bridgestone Aiken. The theory provided extensive opportunities for addressing the lack of organizational control and helped to expand the influence that I, as a manager, had over organizational processes. Specifically, I managed to redistribute roles and responsibilities among staff members, thus affecting the corporate structure significantly. In addition, the specified theory has created premises for improving relationships between a manager and employees by making the latter participate actively in organizational issues associated with the performance and roles of staff members. By taking part in decision-making not only as a consulting part but also as an observer, I managed to improve the delivery of the expected results by reorganizing the workplace processes and rearranging the roles that staff members played.
Maintaining a balance between orderliness and the provision of opportunities for staff’s agency and reciprocity in the staff-manager communication is a challenging task. However, with the integration of managerial theories associated with the promotion of managerial control and communication between a manager and the staff, one can attain impressive success. The experience of working at Bridgestone Aiken has shown that it is imperative for a manager to cluster tasks and arrange the functions of the employees in a manner that aligns with the order established within a company. Every employee has to be aware of their role within a company in the grand scheme. In contrast, a manager has to ensure that there is a certain degree of flexibility in the process of assigning these roles and functions.
Conclusion
The specified links can be established by improving the reporting structure within a company. With the help of an effective communication system, a manager can delegate responsibilities to teams and staff members easily without the threat of the instructions being misinterpreted. Thus, the opportunities for improving the quality of the delivered performance and the workplace environment are created. The integration of the theories listed above, especially the Organizational Theory, helped to change staff members and introduce orderliness into the organizational environment. Specifically, the process of distributing roles and responsibilities became more natural, and the functions that staff members performed started being perceived as the steps that led to attaining a greater goal. Staff members gained the ability to make important decisions in the workplace, at the same time receiving detailed guidelines regarding their roles and tasks. Thus, the proposed theoretical framework turned out to be particularly useful in addressing practical concerns within an organizational setting.
References
Donaldson, L. (2015). The Meta-analytic organization: Introducing statistico-organizational theory. New York, NY: Routledge.
Richardson, G. L. (2014). Project management theory and practice. Chicago, IL: CRC Press.
Singh, R., & Rani, A. (2017). Human behaviour: In group, emotional intelligence & organisational culture. New York, NY: Notion Press.