HI6005: Management and Organisations in a Global Environment
May 27, 2022
Customer Relationship Management
May 27, 2022
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HI6005: Management and Organisations in a Global Environment
Blog on Week 1
Activity 1: Ford and Taylorism
The practice of scientific management of work i.e. breaking each job into simple segments of work which require minimum skill and are easy to teach and analyse is termed Taylorism. Taylorism is often practised in huge factories and industries where there is the essence of an assembly line where the final product is assembled into one fully-functional unit. In the process of mass production, this practice helps in increasing the production process which helps in meeting the demand in the market (Fabricius et al., 2013). Yes, workers in Australia, America and Europe must accept this strategy from today itself as such continents are leading areas of automotive as well as many other industries. Utilization of such scientific practices, management of time and work efficiency is improved. Therefore, increases the number in the production process. The increase in production increases the profit of an organization and helps in meeting its demand (Fowler, 2013).
The design of scripts for use in call centres can also be seen mostly in tech support areas where each problem is segmented and each representative solves issues stepwise and transfers the call to the next executive to execute the next step. In a call centre, Taylorism is seen as the call or issue is considered to be an unfinished product which passes through several representatives these representatives are nothing but the various stations of the assembly line (Axelrod & VanDeveer, 2014). The issue is solved stepwise in various fragments and the problem is solved in less time and effort. Taylorism increases the efficiency and accuracy of the work. If there is an unfinished product and there is the possibility of dividing the task into smaller fragments then the task can be completed in no time by practising this method. In various other kinds of call centres, this method of mass production is practised to achieve their targets which in turn help in achieving a huge amount of profit.
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Yes, it is true to be said that several other parts of the world are willing to practice this method as in the current date a leading Italian sports car manufacturing company called Pagani Automobili S.p.A follows this technique. As per documentaries of this company, the factory has no assembly line it has rooms and spaces called “Studios” where the cars are assembled by hand and since it is done so, these cars are famous for their design, finish and build quality (Stark, 2015). With every component being hand-fitted and uniquely designed, this automobile has captured a lot of customers in its market segment. Thus by following these techniques it increases the sales because of the significant quality of the product. There are mostly automotive and few musical instrument manufacturing industries that are willing to take up such practices to ensure quality as well as meeting up to the target (Hill, Jones & Schilling, 2014). Some of the examples of such industries are MV Augusta a leading super sports bike manufacturing corporation that builds hand built bikes and Stonefield guitar and bass manufacturing company that produces guitars that are hand and custom-built just like Pagani Automobili.
Blog on Week 3
Activity 1:
Culture comprises values, norms, tangible signs and assumptions of people. Organisational culture refers to the personality of an organisation. It also comprises the behaviour and attitude of the members of the organisation. Culture is very difficult to express but easy to sense. Culture is considered as consistent and observable different patterns of behaviour and attitude in the organisation. Culture is highly driven by incentives. Incentives here mean monetary rewards, recognition in position, status etc. Organisation culture is the process of understanding different individuals and a sense of shared awareness. Organisation cultures are the values and the rituals that act as a glue to embed people working in a particular organisation (Hill, Cronk & Wickramasekera, 2013). The main aim of organisational culture is to reinforce the right behaviour and thought among the employees. The evolution of an organisation also shapes its culture. Organisational culture is a form of protection or immune system of an organisation safeguarding the organisation and its employees against any kind of situational pressure. Moreover, organisational culture is highly influenced by the local culture. Organisational culture can be overlapped by other cultures, especially the culture in which it operates.
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Culture is always dynamic, changing according to changes in the internal and external environment. People’s definition of culture varies according to their knowledge (Waters & Rinsler, 2014). Personal knowledge may vary according to local culture and the perceiving nature of people. Diverse community groups may have diverse cultures and values of their own. People’s definition of culture also varies according to the geographical area they live in, the community they belong and their values. For ex-people of the USA might have a very different definition of culture than people of China. A culture which is based on the right knowledge, long-term experience in a particular sector, beliefs and values which help in integrating humanity into one the culture one should believe in.
Activity 2:
A culture based company has a set of ethics, values and behaviour of employees of the company. A culture based company helps in the unification of the company and integration of the employees into one. Knowledge management is another important task in an organisation. Without proper or effective corporate culture knowledge management cannot be fulfilled. Corporate culture holds importance by recognising the work of an employee. This puts a positive effect on the employee encouraging him/her to work more efficiently. Not only has that but organisation culture had a system of remuneration or incentives that can be recognized in position or monetary rewards. This kind of incentive not only satisfies the employees but also acts as a motivating factor for them. Corporate culture highlights the fair means of processes (Fabricius et al., 2013). It helps in conducting different tasks through a fair means which also results in fair outcomes. Therefore, helps in better performance of both employees and the company. The corporate culture encourages innovation and creativity and also accepts them. Finally increasing trust among the employees. Hence, corporate culture holds importance in building an organisation.
References
Axelrod, R.S. and VanDeveer, S.D. eds., 2014. The Global Environment: Institutions, Law, and Policy: Institutions, Law, and Policy. CQ Press.
Fabricius, C., Koch, E., Turner, S. and Magome, H. eds., 2013. Rights resources and rural development: community-based natural resource management in southern Africa. Routledge.
Fowler, A., 2013. Striking a balance: A guide to enhancing the effectiveness of non-governmental organisations in international development. Routledge.
Hill, C., Jones, G. and Schilling, M., 2014. Strategic management: theory: an integrated approach. Cengage Learning.
Hill, C.W., Cronk, T. and Wickramasekera, R., 2013. Global business today. McGraw-Hill Education (Australia).
Morgan, G., 2013. Riding the waves of change. Imaginization Inc.
Stark, J., 2015. Product lifecycle management (pp. 1-29). Springer International Publishing.
Waters, D. and Rinsler, S., 2014. Global logistics: new directions in supply chain management. Kogan Page Publishers.
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