Business Managment & Change, Oroton
Business Management and Change- Oroton
OrotonGroup is an importer and retailer of clothing and leather goods and accessories. The business was originally established by Boyd Lane and Australian entrepreneur in 1936. The organisational structure has developed from a simple sole trader in 1936 to a private company called Boyd Lane & Co. Pty Ltd in 1939 and then a public company in 1987 called Oroton International and in 2002 the company was renamed OrotonGroup.
Management Theories
Classical Scientific:
• Relates more to OrotonGroup’s early history.
• Boyd Lane was a major share holder, planned the firms future, made all the decisions, organised finance, controlled transactions and took all the risks.
• Robert Lane was in control of the handbag side of the business. Boyd initially made all decisions but Robert eventually took control.
• The factory that was set up in Sydney in the 1960’s followed classical – scientific principles using a division of labour and production- line methods.
• A factory manager ran that side of the business with an autocratic style of management, in the 1980s it was closed down and relocated to Melbourne.
• The Melbourne factory was also run with high division of labour and production- line techniques.
• By the 1960s there were still only three main levels on the hierarchy: the owners, the factory and warehouse managers and the workers.
Behavioural:
• Growth of the firms in the 1960s resulted in the development of functional departments.
• The firms growth in sales led to increased emphasis on the role of employees and their value to the business.
• The Bayswater and Knoxfield plant workers were unionised and the firm introduced practises to support and motivate staff.
• In 2003, Robert Lanes priority was to build up a talented management team for each of the Oroton brands. This being a more democratic and participative leadership style of management evolved.
• Ross Lane worked on retaining good staff members and keeping
OrotonGroup is an importer and retailer of clothing and leather goods and accessories. The business was originally established by Boyd Lane and Australian entrepreneur in 1936. The organisational structure has developed from a simple sole trader in 1936 to a private company called Boyd Lane & Co. Pty Ltd in 1939 and then a public company in 1987 called Oroton International and in 2002 the company was renamed OrotonGroup.
Management Theories
Classical Scientific:
• Relates more to OrotonGroup’s early history.
• Boyd Lane was a major share holder, planned the firms future, made all the decisions, organised finance, controlled transactions and took all the risks.
• Robert Lane was in control of the handbag side of the business. Boyd initially made all decisions but Robert eventually took control.
• The factory that was set up in Sydney in the 1960’s followed classical – scientific principles using a division of labour and production- line methods.
• A factory manager ran that side of the business with an autocratic style of management, in the 1980s it was closed down and relocated to Melbourne.
• The Melbourne factory was also run with high division of labour and production- line techniques.
• By the 1960s there were still only three main levels on the hierarchy: the owners, the factory and warehouse managers and the workers.
Behavioural:
• Growth of the firms in the 1960s resulted in the development of functional departments.
• The firms growth in sales led to increased emphasis on the role of employees and their value to the business.
• The Bayswater and Knoxfield plant workers were unionised and the firm introduced practises to support and motivate staff.
• In 2003, Robert Lanes priority was to build up a talented management team for each of the Oroton brands. This being a more democratic and participative leadership style of management evolved.
• Ross Lane worked on retaining good staff members and keeping