Report on Management and Organization in Global Environment Analysis

This report delves into the concepts of management and organization within a global context, focusing on two key areas: Taylorism and BCG's perspectives on organizational design. The first section explores Taylorism, examining its core principles of task specialization and efficiency, with examples from Toyota and McDonald's. It also discusses the evolving role of Taylorism in the modern workplace, emphasizing the importance of employee motivation. The second section analyzes BCG's Yves Morieux's view on organizational design, particularly his critique of hierarchical structures and bureaucratic models. The report highlights the benefits of flatter organizational structures and employee involvement, using Zappos and Google as case studies. Overall, the report argues for the importance of adapting organizational structures to foster innovation, enhance productivity, and meet the challenges of an increasingly competitive global environment.

Running head: MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT
Management and Organization in Global environment
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MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 1
Contents
Blog 1: Ford and Taylorism.......................................................................................................2
Blog 2: BCG’s Yves Morieux view on Organisation Design....................................................3
References:.................................................................................................................................6

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 2
Blog 1: Ford and Taylorism
Section 1: Key ideas
The idea of Taylorism is that the productivity of an organisation would increase if the
employees of the organisation are assigned with the particular tasks that best suited their
capability and strengths. In addition to this, Taylorism also argues that if unnecessary
physical movements of the workers are reduced to certain extent it would become more
productive for the particular organisation (Sinha and Gabriel 2016). The idea is to reduce the
time required for the overall carrying out different activities and to assign more tasks to the
workers that would increase the productivity of the organisation. The idea of this theory is
that the employees will be assigned with such tasks that are aligned in a single line.
Section 2: Application of the theory
The idea of Taylorism can be aligned with the recent business and production
techniques. The best suited example of the theory can be applied to the manufacturing of the
automobiles. In fact, it has been found that Toyota has adopted the idea of Taylorism in order
to increase the productivity of the organisation (Maguire and Davies 2016). Since, the
complete business process is based on the manufacturing of the cars and other vehicles, it is
important that the workers should be aligned in a way that would help to increase the overall
productivity. Each and every worker should be assigned with their individual works that they
do not find any confusion and would be completely aware of their respective jobs and duties.
This would definitely help to carry out the business operation in a systematic and clear way
that would add to the better productivity as a whole (Urick et al. 2017).
The idea of Taylorism can also be applied to the way the business activity is carried
on at McDonald’s. Every store of the fast food giant is designed in the most unique way
where ranging from the making of the food to serving the same to the customers are carried

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 3
on in the same place. However, it has been clearly evident that each and every employee of
McDonald’s is assigned with their respective works that does not let them to involve in other
different activities (Jackson and McManus 2016). This has created a better opportunity in the
organisation as the work is divided among the people and so they do not have to involve in
other’s matter. There is no doubt that the productivity of the overall work increases and the
organisation is benefitted. However, in the recent time, the role of Taylorism at times needs
certain changes because motivation among the employees has become an important criterion
(Urick et al. 2017). An organisation has to adopt certain measures that would motivate the
employees to carry on their activities and that can only add to the increased productivity of
the organisation (Maguire and Davies 2016). In fact, the idea of the business concepts of
Google is largely depended on the fact that the employees should be motivated in their work
that would only increase their productivity. This motivation can be in terms of financial
rewards as well.
Blog 2: BCG’s Yves Morieux view on Organisation Design
Section 1: Key ideas
The key idea of the BCG’s Yves Morieux is that the real battle that an organisation
has to play in order to fight against the increasing competition in the business is the
hierarchical and the bureaucratic model of the organisational structure. When an organisation
follows a strict organisational design or structure, it reduces the opportunity of involving the
ideas of the employees in the major business concepts and ideas (Chelladurai et al. 2017).
Keeping the perspective into consideration, it has been found that Zappos has just taken an
important step and abolished the hierarchical concept of boss and a leader in an organisation.
The idea is that the employees should involve in the major activities of the organisation and
help in coming up with better innovative ideas that would add to the prosperity of the
organisation (Foss et al. 2013).

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 4
Section 2: Application of the theory
The traditional form of structuring the organisational level has been a topic of debate
since a long time. There has been many speculations on the fact that this traditional form of
organisational design eventually do not add to the benefit of the organisation but it creates
hindrance in coming up with new and innovative ideas that could be easily shared by the
other employees of the organisation apart from those who are at the higher position of the
management (Saunila et al. 2014). In the recent time, the intensity of competition has
increased with the importance of application of innovative ideas and thoughts into the
business activity. This has automatically necessitates the fact that any person in an
organisation can come up with any kind of innovative ideas that would be best suited for the
particular organisation.
Zappos is one such organisation that has clearly understood the importance of
removing the traditional form of organisational structure, the idea of a boss or a leader
actually creates hindrance in the overall business idea because it blocks the other employees
from coming up with innovative approaches. Similar cases have been evident in the
organisations like Google where the employees are given the freedom and opportunity to
work according their respective desire and suitability (Sołtysik-Piorunkiewicz et al. 2017).
This has definitely leaded to welcome new ideas into the business that enhanced the business
operation of the organisation. It is when there remains a hierarchical or a strong structure in
the organisation to follows, it does not reduce the problems and confusions but actually it
increases the complexities of the business activities. It becomes more complex for the
employees to share their ideas with the management that hinders the overall productivity
(Saunila et al. 2014). In order to avoid this disappointment and to create better opportunity in
the business, it is important to remove the barriers in terms of organisation structure and

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 5
create a unique environment where no one is the boss and each employee has equal share in
contributing towards the organisational growth (Chelladurai et al. 2017).

MANAGEMENT AND ORGANIZATION IN GLOBAL ENVIRONMENT 6
References:
Chelladurai, P., Radzi, W.M. and Daud, M.A.K.M., 2017. Organisational structure and theory
of non-profit sport organisations. Understanding Sport Management: International
Perspectives, p.27.
Foss, L., Woll, K. and Moilanen, M., 2013. Creativity and implementations of new ideas: do
organisational structure, work environment and gender matter?. International Journal of
Gender and Entrepreneurship, 5(3), pp.298-322.
Jackson, I. and McManus, J., 2016. The Importance of Collaboration and Competition Within
and Outside the OECD. International Journal of Business and Management, 11(9), p.13.
Maguire, K. and Davies, A., 2016. Competitive regional clusters: national policy approaches.
Saunila, M., Mäkimattila, M. and Salminen, J., 2014. Matrix structure for supporting
organisational innovation capability. International Journal of Business Innovation and
Research, 8(1), pp.20-35.
Sinha, S. and Gabriel, Y., 2016. 5 Call Centre Work: Taylorism with a Facelift. Re-Tayloring
Management: Scientific Management a Century On, p.87.
Sołtysik-Piorunkiewicz, A.N.N.A. and Krysiak, M.O.N.I.K.A., 2017. Development trends of
semantic web information technology: the case study of organisational structure
ontology. Information Systems in Management, 6.
Urick, M.J., Adams, D.E. and Smith, T., 2017. Taylorism and Operational Excellence
Improving on the “One Best Way”. Journal of Leadership and Management, 1(9-10).