Riordan Manufacturing Case Study

1772 Words 8 Pages
Register to read the introduction… Identify the most appropriate and effective organizational structures for Riordan Manufacturing that will help them accomplish their planned changes.
i. Darla: Riordan would benefit most from a bureaucratic organizational structure to accomplish the planned changes in mind. This type of organizational structure creates an easy way for all the employees to communicate effectively sending the same message from person to person. This chain of command format gives each employee a clear idea of what he or she is responsible for creating an environment the efficiently communicates team goals. “Bureaucracy, An organization structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of command,” (Robbins & Judge, 2011. p.
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Identify characteristics of the company’s culture. What are the potential influences of the corporate culture on employee behavior?
i. . Characteristics of Riordan's organizational culture strives to establish trust between employees and customers by being a company that can conquer consumer obstacles through smart solutions. This company believes in maintaining a professional business attitude and fair pricing tactic to maintain long term relationships with customers. Employees are equally important as representatives of this company and that is why Riordan trains each employee to work as a team to maintain a cohesive alliance of associates focused on the customer’s needs and the substantial growth of the company itself. Riordan must maintain the standards originally set by this company when implementing the customer management changes to employees. Potential influences of corporate culture on employee behavior are training, leading by example and lastly incentives for employees to reach
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Filtering – To avoid confusion, clearly communicating to employees the benefit and challenges of the new system will decrease any potential conflicts and disappointments from employees. ii. Selective Perception – To overcome this barrier, all employees will be asked to bring a notepad and pen to note any questions. There will be a “question” period to clarify any selective perception an employee may have regarding the new system. iii. Information Overload – As employees have been tracking their own customer information, this new system and all of its functions may be overwhelming. To alleviate any information overload, a set training date and time will be scheduled for all employees to train on the new customer management system. iv. Emotions – Accepting a new change can be difficult, especially when individuals already have a process in place and in their opinion, it works well. To help overcome this barrier, it is important to reiterate the personal benefits of the new system.

Annotated Bibliography
Astley, W. (1985). Organizational Size and Bureaucratic Structure. Organizational Studies (Walter de Gruyter GmbH & Co. KG.), 6(3), 201. Retrieved from

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