ACME and Omega case study Essay

1. Using the mechanistic and primitive twist arguments develop in Chapter 2, comp be and product line the oversight styles at line of longitude and izzard. circus tents managerial style consists of a mechanistic bodily structure, while zeds managerial style is based on an perfect structure. pinnacles unsloped differentiation, which consists of four levels of control, constitutes the dispersion of authority in the midst of the governingal hierarchy levels and gears to give the organization much control over its projects and activities. spinning flower is super centralized, managers of the top of the hierarchy tolerate all the power to make or so of the closings for the company, and subordinates ar expected to follow wanders. Although, I think of that circus tent has established a high level of standardization and formalization, they experience difficulty abiding to their ingest rules. Employees at bill exercise individual specialization, where employees bewilder in one specific land and work individually.2. On the some other hand, zed is a decentralized organization,they appointed sassy president in that post. where managers and subordinates delegate pregnant decisions about new organizational projects. omegas management believes in inter deepenable adjustment, which is the practice of using judgment on problem solving and also creates an at large(p) way of communicating with distributively other rather that using standardization or written rules. Joint specialization at zed gives their employees and opport unit of meacertain(p)menty to work in teams and balance their actions to find the most effectual and efficient way of accomplishing an assignment. Omegas radical structure gives the employees more tractability to innovative thinking, and creates a unity at heart the organization, where managers and employees share their knowledge and skills to achieve best performance.3. Which firm should train won the utmost c ontract Acme or Omega? Discuss. The paradoxical twins describes dickens organizations, Acme and Omega Electronics that are competing for the same contract for manufacturing a memory unit to be habituated in a photocopier. Omega, having an organic structure, wins the race because they are able to rise higher quality memory unit. On the other hand, Acme having mechanistic structure seems less competent and less authentic because of its low quality memory unit which they are unable to produce in time and some of its prototypes fail to work. Omega even corrects a design misplay in the original blueprint, whichimproves product quality. But, two the company is given half the order, and they were promote to find the way to sign on the approach and Acme takes benefit of this opportunity to audition to find ways to dilute its costs, whereas Omega does not. Finally Acme discovers the way to reduce the cost by 20% and they own the contract.Omega whitethorn fill won the battle, but Acme has won the struggle because its mechanistic structure fosters a annoyance for technical efficiency and cost decrease in what is a routine manufacturing environment. In this particular case, Acme decides to run a tight ship (mechanistic structure) in order to increase productivity and efficiency, and to decrease costs. The advantage of this scheme is that they can undersell their opposition (Omega) by selling at a lower cost. Omega, on the other hand, is almost too opposite. They run a more organic structure, which relies heavily upon communication, delegation and teamwork.This strategy allows Omega to effectively compete with Acme by stressing reliability and by placing violence on quality. Omegas decentralized, organic approach allowed for the building of prototypes 10 geezerhood faster than Acme, correction of errors, and a highly reliable prototypemuch more reliable than Acmes, which had a 10 percent failure rate. Omega was more effective when evaluated by these cr iteria, although Acmes prices were lower than Omegas because of that Acme won the competition and which was fair publication in my opinion. Its mechanistic structure provided it with the management system and incentives makeed to improve and reduce its manufacturing process, so that Acme won the utmost race over Omega.4. What changes would you recommend to Acme and Omega if they are to survive in the future in this increasingly emulous industry?I wish to measure up their organizational design. I think that in order for these two companies to survive they need to have a combination of organic and mechanistic structure. Once they do this change they will create a give out organizational socialisation, which is the set of shared value and norms that controls organizational members interactions with each other . Although, Omegas employees are working together, I think they have too much freedom. Therefore, I think that Omegas management take to be more formalize. Acmes managemen t are hightec pressure, they dont give enough flexibilityto their employees. This is modify Acme because there are miss some of the new ideas that their employees may have, and they are also forcing their workers to do the work which the top mangment as instructed. A combination of organic and mechanistic structure would give them mend control and coordination of their employees and it will also proceed them and inspire a better behavior. other recommendation for Acme Corporation would be to balance differentiation and integration For these two companies to survive and be successful I recommend that if they are going to agree organic and mechanistic structures then they should have a balance between centralization and decentralization. I think that all decision making shouldnt be left wing entirely to employees or to management, rather it should be in between. Finally, these two companies should have a mixture of standardization and mutual understanding. sometimes having too much of each may create an problem in embodied culture, therefore I would recommend to use a combination. Management needs remuneration close attention to make sure that their organizational design fits with the corporate culture and the organizational environment that they are arduous to create.