Organizational Behavior
By encouraging a flat organizational chart, participative decision-making processes, rational-critical approach to power, and using a concertive control in organization communication, Ricardo Semler transformed Semco’s culture from a classical management approach to a critical approach. When Ricardo Semler arrived at Semco, his father, a traditionalist, had a classical management approach to organizational power. Work attire for leadership was suit and tie, all executives had their own secretaries, the organization hierarchy was a scalar chain, labor was divided into specialized task and power was centralized; therefore, it was a prime example of Weber’s closed bureaucratic system driven by rational-legal authority (Miller, 2012). As Miller states, “Successful organizations are those that initiate change, respond to change, plan change, and implement change as an ongoing way of life (p 175).” Using a planned change model, Semler was able to mitigate the typical problems identified with change such as lack of management support, top managers forcing change, inconsistent action by key managers, unrealistic expectations, lack of meaningful participation, poor communication, clear purpose and responsibility for change (Miller, 2012).
The first step to disassembling the system was to diversify - to purge existing management who were against change of the current culture. Semler had to determine the direction of the company was going to take – the “tough” guys and those who wanted a more diplomatic organization. He was told, “You’ve got to start dealing with this conflict. Semco has to have its own culture. A single culture (Semler, p53.).” Semler dismissed sixty percent of Semco’s top management by the end of his first day in charge. Slowly, Semco’s organizational culture changed from a classical approach to systems approach and finally to a critical approach. Employees also had to adapt – and change is not always easy. In the beginning, employees were
The first step to disassembling the system was to diversify - to purge existing management who were against change of the current culture. Semler had to determine the direction of the company was going to take – the “tough” guys and those who wanted a more diplomatic organization. He was told, “You’ve got to start dealing with this conflict. Semco has to have its own culture. A single culture (Semler, p53.).” Semler dismissed sixty percent of Semco’s top management by the end of his first day in charge. Slowly, Semco’s organizational culture changed from a classical approach to systems approach and finally to a critical approach. Employees also had to adapt – and change is not always easy. In the beginning, employees were
Cited: Miller, K. (2012). Organizational Communication: Approaches and Processes. Wadsworth: Cengage Learning. Semler, R. (1993). Maverick: The Success Story Behind the World 's Most Unusual Workplace. New York: Tableturn, Inc.