Organizational Behavior Essay Example for Free

Organizational Behavior raiseThe paper would discuss ab stunned a case study of a departmental store c all(prenominal)ed, Macys, where the line statement would be elaborated, comprehensive analysis would be by with(p) regarding the hassles and circumstances, and finally recomm exterminateations would be given as a solution which would be followed by a conclusion. So lets have a quick overview of what the case study talks about. Macys, which is a departmental store organization, has recently decided to remould the organizational structure where more emphasis would be laid on the local districts and stores as compared to the cardinal stores. Moreover, they would be given more autonomy and authority to operate, conduct research, piece merchandise, and market those products in a suitable manner depending on the type of the tar get out market, social norms, and customers needs. This strategy is designed in order to keep the customers close to the business, understand what actu ally they want, how they want, and at what prices they want therefore, doing all such thing in order to fulfill their needs and wants and keeping them satisfied.Macys has around 20 districts that operate in polar regions, and the managers or staff working there would now be handling with less stores than previously. This would be d one to make them focused on the areas where they are working, penetrate in there, grab the market share, and bring in more profits. Not only(prenominal) this, Macys approximately(prenominal) retail outlets were named several(predicate)ly, which all are rebranded and named as Macys. This is all done because previous mergers and expansion of the business did not provide lucrative results due to the improper formulation and implementation of the strategies.Problem Statement The problem in reshaping the organizational structure is that umteen of the employees, around 2000, would be laid off in just a blink of an eye, which would of course create some vengeance on part of the employees and unions. Another problem would be the decision-making, as in, who should be appointed as a manager or supervisor of a given district so that he enjoys his autonomy and suffer decisions. It would create conflicts among the employees because ein truthone would be bequeathing to be a manager or supervisor.Read more undertake on Organizational BehaviorFurthermore, the restructuring would take sequence and most importantly, the costs of direct branchly would make up because each store in a different district would be ordering different types of products with different features and variants. Not only this, marketers would have to conduct research extensively to find out the consumers needs, wants, preferences, and purchase power. Case Study Analysis Now lets highlight each problem and go it in great detail.Starting from the first problem where 2000 thousand employees would be laid off, it would not be pointless to say that the employees would retaliate over the uncertainty of their jobs as in, whom the company would be layoff and why. This would instigate a sense of demotivation, dejection, and a feeling among the employees where they would no longer see them as part of the organization therefore, the mental process would drastically decline before the implementation of the new stick out reshaping the organizational structure.Instead of moving on forward and implement the plan, the company would entangle itself in another problem and hence would waste the clock in look ating with it. Talking about the second problem, of course the employees would be glad that finally they would get a chance to think, plan, and implement their own ideas and strategies since they would be held responsible for their separate stores and given autonomy. But on the other hand, the big question mark that would be lying in the minds of the employees would be to whom the autonomy would be given be given and why, because almost every one of them would love to have such autonomy.Conflicts afterwards conflicts would occur because once the employees are given their charge and autonomy, each of them would face confrontations from those who were neglected and not selected as a manger. This would create a ripple effect in the whole process and would eventually debase the organizational performance. Not only this, the demands of each of those managers or supervisors regarding the resources and funds would be different, since each of them would want to fade as much money and resources as questd in order to get fruitful results.This of course, would happen to the lavish spending and waste of resources that energy lead to the incurring of loss for the company due to the addition of unnecessary costs. The reshaping of any organizations structure is not an easy task in fact, it takes time and resources to take it to the next take. Currently Macys has a tall or mechanistic structure, where there lies several hierarchies and the power or autonomy is central and the new strategy is designed to eliminate some gradable levels and distribute the powers to separate districts in order to have an organic or flat structure (Robbins Judge, 2007).The problem related to this restructuring would be manifold because the company would have to be ready to face the ever-increasing costs of operating separately and customizing the product lines. First of all, the costs related to the payrolls would increase as the responsibility of the employees would increase. Not only this, the managers would have to be trained for acquiring the skills to handle the whole district and the stores, so this would require coarse amount of investment too.When it comes to gathering the information about the locality to know the market trends, customers needs and wants, in order to sell customized products therefore, the managers would have to be provided with sufficient funds and resources to conduct market research surveys through seve ral tools including questionnaires, focus groups, in-depth interviews, and informal interviews (Zikmund, 2006). Increased costs would not stop here, in fact the orient of products with respect to their types, sizes, colors, and features would require the manufacturer and supplier costs to increase.In addition to these problems, there is no earnest that the new strategies would work the sort they are expected to and give favorable outcomes. If they get flop, the result would be quite disastrous for the company and all of its district stores. Till now we discussed the problems that are there and might arise when the new plan would be implemented now lets shed some light over the recommendations for overcoming these problems. RecommendationsMacys departmental store management team should figure the dark placements of its plan and prepare contingency plans that can be implemented to beat the loss. First of all, in order to deal with the retaliation problem from the side of employe es due to layoff, Macys should introduce a plan where those employees who are to be laid off, would be informed well before the time and would be offered three month salaries in advance so that they do no face any problem until they stay unemployed. This would somewhat change them down and would not force them to retaliate.As far as the second problem is concerned, Macys should consider appointing the senior employees as managers of separate district and local stores, who are there at Macys for many years and have considerable experience. Not only this, another strategy that should be introduced and implemented passim the Macys stores concatenation is the compensation plan called Performance-based compensation, where the employees who perform well and have better productivity level are rewarded by monetary rewards or promotion to be a manager or supervisor.This will create the need and sense of responsibility among the employees to reduce unnecessary costs, improve productivity i n term of sales, and gain overall efficiency therefore, the issue of wastage of resources would automatically diminish. Furthermore, the conflicts would be eliminated since all the employees would be working diligently so that he or she can be promoted and rewarded more. Since Macys departmental organization has an extensive chain of stores, so implementing such a big change of organizational restructuring would not be easy and would require the operate of specialists and consultants.Therefore, Macys must hire some change agents and consultants who would then study each and every aspect of the organization, the needs and requirements, and would form an effective plan for bringing on the change. They usually adopt the method including three major steps freezing, changing, and refreezing (Daft, 1997). The whole process of change would go systematically and the chances of occurring of blunders would be very minimal, since these change agents are master in their jobs. ConclusionAfte r analyzing the whole case study, we found out several problems that the company might face when the new plan of organizational restructuring takes place. Those problems include retaliation from the side of employees due to layoff, conflicts among the employees over getting more autonomy and job status, and swelling costs due to the separate demands and needs of the stores operating under distinct cultural and social settings. Then we highlighted some of the recommendations that if implemented, can overcome these issues effectively.Employees must be told in advance about their being layoff and granted with three months of advance salaries. Secondly, Macys should appoint experienced and senior employees as the mangers and supervisors of the chain stores moreover, performance-based compensation plan must be implemented. And finally, the services of change agents and consultants should be taken for implementing the new plan of restructuring, who would implement it in a systematic way b y first freezing the company, changing it, and then refreezing it.Consequently, the task of restructuring is a hectic and difficult one that requires ample amount of time, but it is not impossible and can be made to meet its end meet by devising effective strategies to carry on with it. References Daft. R. L. (1997). Management. Fourth Edition. U. S. A. The Dryden Press Robbins. S. P, and Judge. T. A. 2007. Organizational Behavior. India. Dorling Kindersley Pvt. Ltd. Zikmund. W. G. (2003). art Research Methods. Seventh edition. Singapore. Thomson Asia pte. Ltd.