Organizational Structure, Culture, and Leadership: A Critical Analysis of ALDI and W.L. Go, Cheat Sheet of Managerial Economics

Download Organizational Structure, Culture, and Leadership: A Critical Analysis of ALDI and W.L. Go and more Cheat Sheet Managerial Economics in PDF only on Docsity! Introduction The purpose of this study is to give knowledge of leadership, organization, and human resources. ALDI and W.L. Gore & Associates Inc. are used as examples for this project. Two case studies are used to critically examine a wide variety of management, organizational and human factors in relation to the case studies and to evaluate their relevance in relation to the internal and external contexts. Also included is an evaluation of management, people, and organization principles as provided in case studies, as well as an analysis of both the virtues and complications of these principles at the time of implementation on WL Gore and Aldi. The paper presents a critical analysis of W.L. Gore and Aldi's management, personnel, and organizational difficulties, as well as detailed recommendations for correcting them. It also explains the reasoning behind the decision to implement the solution. W.L. Gore and Aldi's people management will face significant difficulties in the next five years as a result of the global economic climate, according to this analysis. Question 1 1.1 Organizational structure For a company to fulfill its objectives, an effective organizational structure must specify how various operations are to be carried out. There may be regulations, duties, and obligations associated with this kind of activity. When it comes to information flow, organizational structure has an impact. It's important to note that in both highly decentralized structures, decision-making authority is dispersed across the organization. Each employee's role in the broader system is defined by a well-structured organizational structure. So that the company's goals may be achieved, its organizational structure specifies who is responsible for what (SUIFAN, 2020). Depending on the kind of structure, an organization may be centralized or decentralized. Traditionally, companies have been governed by a single leader and a well-established line of command. This kind of organization has a lengthy and particular hierarchy of superiors and subordinates that is well known (Hashemi, 2019). There are clearly defined roles and duties in centralized organizational structures, with lower functions relying on the advice of their bosses. 1.2 Organizational culture The common assumptions, opinions, and objectives of an organization's employees form the foundation of its culture. Members of organizations are heavily influenced by common values and ideas that develop through time.. An organization's culture serves as a guide and shapes the behavior and duties of its members. This culture is unique to each company. It is possible to get a deeper understanding of an organization's culture by looking at the artifacts of the organization, its values, and its underlying assumptions (Tandon, 2020). It may be possible to understand organizations and their members by studying the concepts of organizational culture. In addition, it is important to examine how organizational culture impacts organizational standards and procedures, and therefore how organizational culture regulates the members and goals of organizations. Organizational leadership and people management Issues around employee control and employee autonomy Leadership primarily pushes individuals to achieve at a greater level by fostering strong interpersonal ties. This is a critical management role that helps businesses enhance efficiency and reach their objectives, thus managers must possess leadership qualities. A crucial management role, organizational leadership is useful in maximizing efficiency and attaining objectives at the organizational level (Anning-Dorson, 2021). The term "management problem" refers to any aspects of the employee-employer relationship that need action or decision-making by the employer. The present problems that the organization is dealing with on a daily basis, such as a lack of workers, poor cooperation, lack of structure, and bad time management. Leadership, staff retention and engagement, talent acquisition, and so on are all factors in a company's people problem. Often, a lack of leadership is to blame for a company's inability to maintain good ties with its employees. Interpersonal problems, communication difficulties, and a host of other concerns plague workers everywhere (Arghode et al., 2021). Lack of coherent direction, inability of the company to create critical competences and behaviors, inadequate level of communication and feedback, as well as lack of understanding of the organization's culture, are the primary reasons for this problem. the lattice organizational structure is most suited for new businesses. The execution of the transformation from hierarchy to lattice is hampered by the difficulty of the transition. Organizational culture In order to develop a successful business culture, W.L. Gore and the Lattice organization need to include everyone from the newest employee to the CEO. Integrity, creativity, and cooperation may assist the owner of a firm lead the business and achieve total success (Arghode et al., 2021). In contrast, the company's culture may be impacted because W.L Gore's direct transaction, natural leadership and absence of assigned and assumed power may have an impact. Organizational Leadership As a result, Gore's organizational leadership must concentrate on business objectives, team alignment, and activity coordination in order to achieve the company's objectives and activities. Strategic planning in Gore Lattice organizations is greatly aided by strong leadership (Arif, Zainudin and Hamid, 2019). Although managers have always had a prominent position in Lattice's hierarchy, they are no longer explicitly defined and their function is replaced by sponsorship and ad hoc leadership. Autonomy It is up to each employee to conduct the job at Gore Lattice since they have more flexibility to learn about other elements of company and to enhance their expertise without limiting themselves to a single functional area. To counter this, every W.L Gore employee has the self-discipline and capacity to thrive even in the absence of formal supervision and hierarchy. Gore's flexibility allows employees to customize their career and work in various teams, making responsibilities difficult to define. Control It was a major problem for W.L. Gore because all of the individuals working for the company were referred to as "associates," rather than employees or managers. An extensive amount of training and organization learning was necessary for installation, staff management, and continuing maintenance of the new organizational structure. Clear roles and duties will be established, and employees will be educated on how they may contribute to the building of a cohesive team that can take on the challenges of Gore projects. References Anning-Dorson, T. (2021). Organizational culture and leadership as antecedents to organizational flexibility: implications for SME competitiveness. Journal of Entrepreneurship in Emerging Economies, ahead-of-print(ahead-of-print). Arghode, V., Lathan, A., Alagaraja, M., Rajaram, K. and McLean, G.N. (2021). Empathic organizational culture and leadership: conceptualizing the framework. European Journal of Training and Development, ahead-of-print(ahead-of-print). Arif, S., Zainudin, Z. and Hamid, A. (2019). Influence of Leadership, Organizational Culture, Work Motivation, and Job Satisfaction of Performance Principles of Senior High School in Medan City. Budapest International Research and Critics Institute (BIRCI-Journal) : Humanities and Social Sciences, 2(4), pp.239–254. Austin, A. (2011). Organizational Traps: Leadership, Culture, Organizational Design20111Chris Argyris. Organizational Traps: Leadership, Culture, Organizational Design. Oxford University Press, 2010. 180 pp., ISBN: 978‐0‐19‐958616‐5 $36.00. Leadership & Organization Development Journal, 32(2), pp.214–215. Hashemi, M.S. (2019). The effect of infrastructure, corporate culture, organizational structure and information technology on Competitive Intelligence in Organizations. 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