Kim Woods Only (613 2.1 Discussion)
Astroorange
6132.1Discussion.docxPost #1
The company's efforts toward maximum efficiency is directly tied to employee welfare and morale, and the promotion of a safe working environment. BNSF Railway way operates a dedicated healthcare and benefit option that allows coverage and treatment that lasts throughout an employee's retirement as well. Upon meeting criteria for age and tenure, employee benefits increase with time devoted to the company's service. This includes life insurance coverage, medical care and prescription drug packages to include union and non-union employees. While this coverage is extended to employee accidents and safety incidents on the job, the promotion of safe workplace practices by fostering a 'safety culture' maintains BNSF's efficiency agendas.
While the vertical format is dominant in the company's structure, the lateral impact is felt throughout the large entity through the leadership of its smaller subsidies across the continent. Ultimately, the coordinated efforts between the smaller subsidies provide benefits for the larger corporation under the BNSF umbrella. This relationship impacts the larger picture by localizing efforts at a district or regional level.
The structural design of BNSF is unique, as its small parts are capable of operating independently within their own regional realms. Yet, the success of the company is based on the uniform capabilities and progress toward these independent subcomponents functioning toward a common mission directed by BNSF's primary corporate vision.
Bolman, L. G., & Deal, T. E. (2013). Reframing organizations artistry, choice, and leadership. San Francisco, CA. Jossey-Bass.
http://www.bnsf.com/about-bnsf/our-people/index.html, ©2017 BNSF Railway Company, visited March 12, 2018.
http://www.bnsf.com/about-bnsf/financial-information/pdf/13R1.pdf, ©2013 BNSF Railway Company, visited March 12, 2018.
Post #2
The organization I have selected for my analysis is the Integrated Personal and Pay System, Army (IPPS-A) and organization under the Headquarters, Department of the Army. IPPS-A as the organization is popularly referred to, consist of three divisions (Functional Management Division, Program management Office and System Integrator), each division has a hierarchal structure. Although each division’s primary decision making focuses on top to down, all three divisions work hand in hand by coordination and synchronization in other to operate effectively, thereby all three divisions together are referred to as the triad. Many large global corporations have evolved into interorganizational networks (Ghoshal and Bartlett, 1990). Based on this assertion the structure of IPPS-A is also that of a network, it comprises horizontal linkages amongst three divisions supplemented by vertical coordination. In order for IPPS-A to achieve its goal of delivering a state of the art Commercial Over The Shelf human resource and pay system for the United States Army, the three divisions identified above has to leverage their resources and expertise at all times. Therefore whiles each division has its own chain of command structure, continues collaborations and meetings take place in order to efficiently and effectively execute the mission, therefore the organization uses both the vertical and lateral coordination.
The vertical coordination has a structure with power emanating from the top down. There's a well-defined chain of command with a vertical organization, and the person at the top of the organizational chart has the most power. Employees report to the person directly above them in the organizational structure. Each person is responsible for a specific area or set of duties. Higher levels coordinate and control the work of subordinates through authority, rules and policies, and planning and control systems (Bolman & Deal, pg. 51, 2013). A Lateral coordination has a less-defined chain of command, also referred to as the horizontal organization. Employees across lines have similar input into how the organization is run. Instead of each person having clearly defined duties, employees may work in teams, with everyone on the team having input. Lateral coordination uses techniques such as, meetings, task forces, coordinating roles, matrix structures and network. The structural design of the organization contributes to its success through the leveraging of knowledge, functional experience and expertise of the three divisions.
References
Bolman, L. G., & Deal, T. E. (2013). Reframing organizations artistry, choice, and leadership. San Francisco, CA. Jossey-Bass.
Myers, Cynthia. “The Definitions of Horizontal and Vertical Organizations.” Chron.com, smallbusiness.chron.com/definitions-horizontal-vertical-organizations-23483.html.
Post #3
For my Organizational Dynamics analysis, I have chosen the current insurance company I work for. I work for AAA or the Automobile Club of Southern California. We are a, " a not-for-profit that serves about 6 million members from 70-plus offices in about a dozen counties. The club provides 24-hour roadside assistance, travel planning, auto pricing, buying, and maintenance information, as well as a host of insurance plans" (Automobile Club of Southern California, 2016). The Auto Club takes on a simple hierarchy design, we have our CEO/president at the top and then it trickles down from there. Our company is very large, so the structural design can change when we focus in on a narrower view, such as concentrating on a specific department (Bolman, 2013). In my analysis I will be focusing on an implementation of a new system in the smaller department I work in.
The Auto Club’s main goal is to, “create members for life by exceeding our members’ expectations through valuable products and legendary service” and we strive to do this by providing customer service that is considered above and beyond our competitors. Our members have come to expect excellence. That can come as a great challenge when you are working in the insurance industry.
Our hierarchical design does lean towards vertical coordination. Much of the decisions of the company come from up above. Authority comes from those at the top then trickles down to the subordinates. This contributes to the company’s success because it creates organization for the very large company of AAA. We have hundreds of different departments, all in charge or different tasks that are integral to our success. We all work as a team but the decision making lies with those at the top of the design chain. There are instances of lateral coordination at times. We do often have visits from “group managers” who directly report to our president of claims. They ask for our feedback, ideas, complaints, and input in general. They often pull rules, policies, and programs from the ideas that we share. I believe the structure our company has is necessary in effectively implementing our mission statement. With a company so large, we must have one person as head of command. The “middle manager” does, “limit access to the top”, but I feel this is helpful in keeping the structure effective so that the president of the company can focus on the issues that need attention while those he converses with can touch base with the heads of the other departments (Bolman, 2013).
References:
Automobile Club of Southern California. (2016).
Bolman, L. G., & Deal, T. E. (2013). Reframing organizations artistry, choice, and leadership. San Francisco, CA. Jossey-Bass.
Retrieved from: http://careers.calif.aaa.com/aaa-and-you/#toggle-id-10
