Acme vs Omega
Acme and Omega Electronics
Using the mechanistic and organic structure arguments develop in Chapter 2, compare and contrast the management styles at Acme and Omega.
Acme 's managerial style consists of a mechanistic structure, while Omega 's managerial style is based on an organic structure. Acme 's vertical differentiation, which consists of four levels of control, constitutes the dispersion of authority between the organizational hierarchy levels and gears to give the organization more control over its projects and activities. Acme is highly centralized, managers of the top of the hierarchy have all the power to make most of the decisions for the company, and subordinates are expected to follow orders. Although, I think that Acme has established a high level of standardization and formalization, they experienced difficulty abiding to their own rules. Employees at Acme exercise individual specialization, where employees specialize in one specific area and work individually. On the other hand, Omega is a decentralized organization, where managers and subordinates delegate important decisions about new organizational projects. Omega 's management believes in mutual adjustment, which is the practice of using judgment on problem solving and also creates an informal way of communicating with each other rather that using standardization or written rules. Joint specialization at Omega gives their employees and opportunity to work in teams and balance their actions to find the most effective and efficient way of accomplishing an assignment. Omega 's organic structure gives the employees more flexibility to innovative thinking, and creates a unity within the organization, where managers and employees share their knowledge and skills to achieve optimal performance.
How do the differences between the companies ' management styles explain the way they coordinated the production of the memory unit prototypes of the photocopying customer?
Acme 's mechanistic management
Using the mechanistic and organic structure arguments develop in Chapter 2, compare and contrast the management styles at Acme and Omega.
Acme 's managerial style consists of a mechanistic structure, while Omega 's managerial style is based on an organic structure. Acme 's vertical differentiation, which consists of four levels of control, constitutes the dispersion of authority between the organizational hierarchy levels and gears to give the organization more control over its projects and activities. Acme is highly centralized, managers of the top of the hierarchy have all the power to make most of the decisions for the company, and subordinates are expected to follow orders. Although, I think that Acme has established a high level of standardization and formalization, they experienced difficulty abiding to their own rules. Employees at Acme exercise individual specialization, where employees specialize in one specific area and work individually. On the other hand, Omega is a decentralized organization, where managers and subordinates delegate important decisions about new organizational projects. Omega 's management believes in mutual adjustment, which is the practice of using judgment on problem solving and also creates an informal way of communicating with each other rather that using standardization or written rules. Joint specialization at Omega gives their employees and opportunity to work in teams and balance their actions to find the most effective and efficient way of accomplishing an assignment. Omega 's organic structure gives the employees more flexibility to innovative thinking, and creates a unity within the organization, where managers and employees share their knowledge and skills to achieve optimal performance.
How do the differences between the companies ' management styles explain the way they coordinated the production of the memory unit prototypes of the photocopying customer?
Acme 's mechanistic management