Modifications and Supplements to the Hierarchical Organization

Unfortunately there is no definite advice to the administration how to keep a proper balance between two extremes of behaviour: either to be easily accessible to all your employees’ messages and put your job at a risk, or to turn deaf to them and risk employees’ relations. The dilemma is partially solved by modifying the hierarchical organization or supplementing it[6].

One of the modifications to hierarchy was, for example, the two-tier board which was the result of splitting the board into two components; the upper looked after the shareholders’ interests, while the lower consisted of elected representatives of the employees who were given more say in how the firm should be run. This purpose could be realised only through increasing the volume and openness of communication.

Widening of the personnel functions (negotiating with trade unions, counselling and training, etc.) also contributed to stimulating downward and upward communication.

Quality circles, project groups, joint consultative committees, open access policy, questionnaires, grapevine are supplementary ways to reinforce upward communication within the company.

Autonomous work groups:

A large workforce is split into teams each with prescribed part of a total task. Each is told to organise itself ignoring traditional skill boundaries if it so wishes. This increases horizontal communication. Management lose its directive role and in effect become the teams’ consultants. Upward communication is said to increase both in quantity and quality.

Supplements to the hierarchical organisation:

Quality circles - the workgroup and a foreman break off at set times from their normal work in order to discuss how to achieve better quality. Of Japanese origin. The reason it has not been widely adopted in Western countries is that workers usually think it a management responsibility to prescribe methods by which quality shall be achieved.

Project groups - when a special project is to be brought to fruition and it is not desirable to take on extra staff, employees with expertise are detached from their normal departments to work on it. Upward and lateral communication are both stimulated, for other wise the group cannot cohere and function. The rapport formed between members often persists after their return to normal duty.

Joint Consultative committees - membership consists of managers and employees, the latter normally being shop stewards. Upward and downward communication – through delegates, meet regularly on agreed agendas. The members report back to the respective sides. Weaknesses: infrequency of meetings, rigid agenda, virtual exclusion of non-members. Nevertheless – they are well-established and are likely to survive. Their get-togethers break the barrier of geographical dispersion.

Ballots ( голосование) - not widespread, but when industrial action is looming, there is an increasing expectation among employees that there will be a ballot. This is a means of improving communication with their leaders rather than with the firm.

Open access policy - the manager shows himself receptive to employees who wish to talk about work or personal matters. Upward communication is reinforced. Simple, inexpensive and easy to practise, this policy is usually well regarded by ordinary workers.

Questionnaires - management requires communication about some special topic/s and issues employees with a questionnaire to complete, by-passing some hierarchical channels. Not widely used. It’s difficult to compile a valid questionnaire and responses are useless unless the recipients cooperate whole-heartedly. Upward communication is reinforced. But requires subsequent behavior.

Дата добавления: 2014-01-11