Deliverable 7 - Reorganization

Organizational Culture and Change

NoJax employs a hierarchical organizational culture where the work environment is formal and structured since the company follows a centralized power and decision-making process. There are set out procedures to guide what people should do within the company where for instance employees are expected to conduct weekly status meetings with managers and presence of daily activity reports that must be filled out by all employees. There is great supervision of employees to achieve a high level of efficiency. The employees are expected to work for an average of 50 hours a week which could probably be said to be higher since the normal working hours in a week should be 40 hours. The relationship between employees and the management is formal since decisions must be approved both by direct managers and someone from senior management, this is due to centralized management.

NoJax was formed on a general partnership between Noah and Jaxson Williams who form the senior management of the company and are responsible for the major decisions of the company. The company follows a functional organization structure which was suggested by F.W. Taylor as one that selects specialists to head the important positions in an organization (Schermerhorn & Bachrach, 2017). This is seen where there are different product managers to oversee the different products of the company as well as departments that consist of design, marketing, and research and development. The existence of this form of structure makes the culture to be hierarchical in that communication and decisions move from the senior management, to the heads of departments, and finally to the junior employees who have to follow the rules.

The management leadership traits show that majority of the individuals in management are social, few are emotionally stable, few are open, majority use conscience, and a majority are able to agree with others on issues affecting the company. This shows that employees are able to approach the management due to the good level of extraversion but they may not benefit from the management emotionally since there is low emotional stability and openness among a majority of the management. Many of those in management show a high level of conscientiousness meaning that they are in a position to do what is good for the company and employees. The leadership style seen as a result of the company’s structure is autocratic since decisions are finalized by senior management and this limits the employees from developing their own leadership skills. This can bring a feeling of dictatorship and fear leading to poor employee satisfaction and subsequent high employee turnover.

The change in management style to a more democratic leadership style can bring a lot of positive change to the company culture and its employees. This type of leadership will ensure that the opinions of all are brought on board and rules and policies are set putting the concerns and interests of everyone. This will bring a sense of belonging and see more commitment and productivity from the side of employees. The culture will change from hierarchical to an adhocracy culture which will inspire a creative and dynamic work environment (Waddell, Creed, Cummings, & Worley, 2016).

References Schermerhorn, J. R., & Bachrach, D. G. (2017). Introduction to management. Hoboken: NJ Wiley. Waddell, D., Creed, A., Cummings, T. G., & Worley, C. G. (2016). Organisational change : development and transformation. South Melbourne: Cengage Learning.