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Organizational Structures and Their Differences

To function properly, an organization has to have a specific structure according to which the relationships within its context are built, and the principles of the corporate culture are redesigned. An organizational structure defines the distribution of power across a company and the hierarchy within it. Thus, the quality of communication hinges on the type of organizational structure used in a company. To be more accurate, it is the choice of an organizational structure depending on the corporate context, the values of a firm, and its goals that allows a manager to create premises for a successful performance. Herein lies the necessity to understand the fundamental differences between the existing types of organizational structures.

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Concrete Experience and Reflective Observation

The current situation at the Mixing Department at BAP can be described as mildly inconvenient for some of the participants, yet it is unlikely to destroy the team. At the same time, it is necessary to manage age-related confrontations in the specified setting until it erodes the relationships between employees. For this purpose, it will be necessary to reconsider the specifics of the current corporate values promoted at BAP and define the flaws that lead to age-related discrimination and unhealthy competition at the Mixing Department. It is expected that the lack of recognition of employees’ achievements will be defined as the primary issue that needs to be addressed.

Theories and Principles/Abstract Conceptualization

Traditionally, the framework of an organizational structure is built according to either the traditional theoretical tenets or the Contingency Theory. The classical Organizational theory was a product of its time. It is designed to study the process of organizational relationships within the boundaries of a company’s interests, which contributed to the rapid demise of the theory. Although it can be utilized to analyze the basics of confrontations in the workplace, it lacks the insight that the analysis of social aspects of workplace communication provides. Therefore, integrating the principles of other theories is essential to the successful analysis of conflicts in the organizational environment. Addressing the core issue that causes a conflict in the first place is the first step toward creating a comfortable workplace atmosphere in which staff members are likely to evolve and develop the skills for handling complex miscommunication-related issues.

Testing and Application/Active Experimentation

Applying the theories of conflict mentioned above to address the current issues at BAP and particularly its Mixing Department will require certain changes in the corporate setting. The present HRM framework will need to be altered to ensure the staff members are valued equally and appreciated for their achievements. In addition, it will be critical to establishing a supportive atmosphere in which the employees of the BAP will feel secure and rewarded for their accomplishments. Furthermore, as a manager, one will need to ensure that the hierarchy within the selected team is based on the level of proficiency instead of the sage of its participants. Thus, one will avoid the policies of ageism, which some of the employees believe to be experiencing currently. With the integration of the ideas of equity and experience sharing and the introduction of cross-disciplinary collaboration, one will contribute to a positive change at BAP, in general, and its Mixing Department, in particular. The resulting increase in the staff’s performance will make the organization experience rapid growth and build the basis for employees to develop loyalty toward the company. As soon as each team member feels secure, further focus on personal development and the improvement of performance rates will become possible.

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