Operations Technology and Organization Structure: An Empirical Reappraisal Essay

Organizations argon in never-ending states of change in anatomical structure, procedures, competition, and expert patterned advance and on that point is an ever growing confide to improve on performance and t adequate service language. For the successful integration of change, organizations moldiness circularize and implement marches that revolve around employees, process and structure. The sole savvy for integration is because star piece of tailnot be changed with out(a) altering the other. If the integration proves to be difficult, hence the organization has to break mass and whatsoevertimes bits of it either crumble or be arise let out entities. This was the initial reason for the split of Intercos Asia peaceful from Intercos group.From the staunch differences in strategical planning as hale as criticalction amid localiseing personnel, Intercos concourse made it possible for the managers with distinguish fit opinions to hold a separate entity, Intercos Asia peaceful. more companies validate the theory that organizations intimately ofttimes assume a linear improer from the time of its birth to that of its decline. This concept is ground on the organizational life cycle. check to Hayes & Wheelw sanitary(p) (1979), as companies evolve, they atomic number 18 faced with two sunrise(prenominal) gainsays and opportunities and, therefore, they must adopt superior management controls and forms. On the other hand, according to Kilzer & Glausser (1984), the challenges faced by companies underside be successfully managed by pixilateds of c arful planning and growth timing, chance and tactical planning, importanttaining an operative bud ram and the genuine treatment of all stakeholders. Tice (2007) stated that in exhibition for a moving in to be successful and appease in competition, so it must be adaptable, decisive, collaborative and self aw argon, thus fostering innovation and surgically executing the set strategy .Research hive away from interviews conducted with management personnel at Intercos Asia peaceable reveals that there are several factors that companies equal Intercos Asia peaceful should learn in ordinance to re primary(prenominal) competitive, command a salubrious trade place and entertain the capacity for growth. The kickoff major step would be to queue up the comp almost(prenominal)s goals with the internal and extraneous environments of the companion. beingness a unused phone line, Intercos Asia peaceful has to find its footing in the trade, be a competitor of Intersco multitude that has a big head start. Having to start construction itself from the ground up is not an roaring task for the company given that the securities industry is already cut throat. Several forceful changes shall control to be implemented in regularise to become competitive and remain profitable as a separate entity from Intersco host.Target Group for Research The main reason w hy the interviews were conducted with the target world managers was because, at the time of interviews, the managers were not hold to specific departments. The managers involved understood the footrace of the seam in general. Oliver (2004) pointed out that the main ingredients for organizational growth macrocosmness gift management whereby the leaders are able conceptualize. In enact to accommodate the challenges that come with growth as well as startups, managers at Intercos Asia Pacific drive home to fail their management skills, implement strategies at the full time and finally make die ad entirelyments to their attitude and character. Managers at Intercos Asia Pacific meet that change or transition entails them to see to ad further their personal goals, managerial abilities, operational and strategic abilities. If they are to remain competitive, they hurt to make the utmost use of their confine resources, because they no longer receive the long resources provi ded at Intersco Group. However, their populate in Intersco Group should come in handy for the managers since they control the mart, thus not making them all in all helpless.Great managers are always characterized as administrators, integrators and entrepreneurs and the degree in which they utilize these characteristics depends more often than not on the situation Therefore, the managers involve and those of the business encounter to be in synchrony in tell apart for growth to take place and in the eccentric person of Intercos Asia Pacific, for a business to get started. Combating the problem of sales growth potty be a tall order for a new business. However, being a minor(ip) fish in a big sea rat devote its advantages such as easy maneuverability within the waters. Most cosmic companies are more intent on preserving their character and so there is virtually byplay that they would rather pass away from. For a company uniform Intercos Asia Pacific such is not the cas e and this new market placeplace should be exploited with zeal and decorum. Although this business has to remain 100% legal, this new market can help Intercos Asia Pacific realise ground. The resources at the disposal of Intercos Asia Pacific whitethorn be express mail, simply this does not mean that that the company has to be a organic failure. The business that this market provides can most likely end up being the major source of income for the company.Customer computer storage is another problem that Intercos Asia Pacific faces during its initiatory days in the market. It is better to have ten loyal customers than to have cubic decimetre prospect clients because business can be snatched from the organizations hands if it does not keep the customers satisfied. Osborne (1994) concluded that successful companies are not primarily based on the managements competencies, credentials and experience alone. Success of Intersco Asia Pacific has been attributed to the companys abil ity to generate income, its team of employees and its business concept. For this reason, retaining customers is a step in the right direction for Intersco Asia Pacific especially being a company parcel outing with cosmetics. This sorting of business heavily relies on recommendations and invariable customers. For this reason, when Intercos Asia Pacific gains ground, it should strive to maintain the newly found clients who in turn shall be the stepping stones for the company. Having to build Intersco Asia Pacific from the ground up shall help Intercos Asia Pacific understand the needs of the clients, the changing trends in the market and the new demand patterns. For this truly reason, the company shall have a strategic advantage oer Intersco Group who depend on the trends that they have become accustomed. The managers revealed that they were ready to work from the basic levels in order to have a customer base that has the services and products from Intercos Asia Pacific tailored for them.Trans governing body of Intersco Asia Pacific fit in to Ford (2005), an effective transformation in any organization requires changes in the appearance of the workforce. Ford indicated that organizations have to train their employees to be ready to shift tasks in case this was needed of them. This strategy is best penalise in line with the companys day-dream and mission statement. When interviewed about this, the managers hold that because of their limited resources at the newly make company, employees had to serve divers(prenominal) roles in different capacities, all for the successful raceway of the business. Sometimes, managers had to chip shot in physical effort, not just administrative effort. However, they withal reiterated that the expected changes can only be achieved if understanding can be reached in terms of the mess and the strategies of the company.Strong leaders are able to communicate about their determine and the values of the company, which in turn leads to improved company-level performance. Managers also made it overtake that Intercos Asia Pacific requires its employees to hear work-related learning so that they can have their cognition, skills attitudes and behaviors sharpened. As per a study conducted by Hayes and Wheelwright (1979), it was decided that in as much as organizations have to keep up with market and technological trends, they also have to maintain a steady learning curve.The split between Intersco Group and Intercos Asia Pacific led to some major structural changes in both companies. This crisis point led to the loss of managerial personnel in Intersco Group and the formation of a company without enough managers in Intercos Asia Pacific. The managers in the course of the interviews indicated that they understand that for a company to thrive in any market, it has to develop strategies in the form of new systems and structures in order to accommodate the unfortunate effects of growth and crisis manage ment. Previous look indicates that the companys size often determines its structure. For example, a company that largely depends on other companies or social environments in most cases has a concentration in authoritative management.Intercos Asia Pacific being a small company with the potential of decorous a market contender has its focus on structure and coordination rather than countenance and command. From the interviews conducted through the managers, it was evident that changes in the structure of management are the result of the companys transition into growth from start-up and it is sometimes characterized by complexity, decentralization and in some instances, formalization. This was in line with the theory proposed by Olson and Tetra (1992). However, this theory is comparable to that proposed by Pugh that set six years of company structuring that mandatory specialization, formalization, standardization of control and workflow, configuration and centralization. tally to C hurchill and Lewis (1983), small companies like Intercos Asia Pacific are largely influenced by the availability of resources, workers, technology. On the other hand, the workforce in a large company like Intersco Group is influenced by the level of technology. From the research carried out on Intercos Asia Pacific, managers agreed that in order to record continuous development, managerial hierarchies, structures, processes, human being resource developments and growth projections were essential and they had to be put in place. The managerial hierarchies that would be implemented in Intercos Asia Pacific would abet the company to match individuals to specific tasks and, therefore, despatch the creation of value through specialization. When hierarchies are in place, then other benefits like creativity, morale and productivity can increase with measurable input (Jacques, 1990). The structure of tasks in a company largely depends on the technological advancement and the industry. S ince Intercos Asia Pacific is just a small company clam up in its bare foundation stages, the technology and structure requirements are not as complex as they would need to be if the company was in effect and decisively grow in the market.Restructuring of Intersco Asia pacific to suit the trade After an extensive review of the selective discipline collected from the research at Intercos Asia Pacific, it is clear that for the transition to be effective in a company there is dire need for a restructure in behavior and the organizational systems in the company. The interviews conducted revealed some of the organizational changes that needed to be moved(p) before a company can commence business. The company maybe undergoing the figure struggles of a small organization, but Intercos Asia Pacific has the advantage of having go through managers who have worked in a bigger company. This advantage over other small companies shall boost Intercos Asia Pacific to new heights because their management system shall be firmly rooted and invested in the company. Being a company that deals with cosmetics, scrape up products and pencils, Intercos Asia Pacific has had to deal with some obsolescent goods. It is for this reason that new market aspect had to be carried out in order to determine what the new market requires of them.Being a small company with limited resources, Intercos Asia Pacific faces the problem of a large lead time in the delivery of their products. This problem is common to them because they cannot order in large quantities, which can be hardened in a warehouse or stores. Unlike during the times in Intersco Group where orders and shipments were not a problem in terms of lead time, Intercos Asia Pacific has to deal with the small quantities that deplete quickly and sometimes there is a delay in the replenishment of their supplies. However, as soon as the company gains ground in the market, then the managers have implemented strategies to purchase products on credit in order to execute both the needs as well as the trends of the ever growing market of cosmetics and fight care products.Conclusion In conclusion, the literature provided in the research indicates that there is a clear struggle during the startup of the company and Intercos Asia Pacific is no different. However, with experienced and dedicated managers all hurdles, potholes or bumps on the way can be effectively dealt with proper strategies, careful planning, di resource of labor, and employee education. When Intercos Asia Pacific split from Intersco Group, a major challenge was surviving in a market that already had market leaders and well rooted companies. However, the ability of a small company competing against market giants requires careful timing, strategic location, through research about the market and efficiency in service delivery.The managers interviewed were very cooperative in provision of information necessary to produce this paper. Their insigh t into marketing, running of the company and remaining competitive was valuable in the writing of this paper. However shank or rash their decisions might have been at Intersco Group, the managers seemed to have done horrible work with Intercos Asia Pacific. Possible expansion and market dominance are in the aspect for the company and this is evident in their vision and mission statements. As leaders, role models and mentors, the managers see that Intercos Asia Pacific is going to be the bordering big thing in cosmetics and skin care market. They might have had side effect with Intersco Group, but they strongly believe that their strategies shall keep Intercos Asia Pacific as worthy competitors for a long time to come. The managers acknowledged that the roadway might be problematical for them, but it is only when the going gets tough the tough lace their boots and get going.ReferencesBaum, R. J., Kirkpatrick, S. A., Locke, E. A. (1998). A longitudinal study of the relation of vision and vision communication to venture growth in entrepreneurial firms. Journal of Applied Psychology, 83 (1), 43-54.Churchill, N. C. & Lewis, V. L. (1983). Growing Concerns The five stages of small business growth. In D. E. Gumpert (Ed), Harvard Business Review, 30-50.Eggers, J. H. (1999). Developing entrepreneurial growth. Ivey Business Journal, 63 (4), 76-81. Retrieved May 2, 2014, from PerAbs_FT database (01831649).Fenn, D. (1996). discovery leadership Higher ground. Inc, 18 (15), 92-99.Ford, S. (2005). do your organization change-ready. Harvard Management Update, 4.Greco, S. (1996). Replace yourself. Inc. Retrieved opulent 30, 2000, from AIB_INFORM database (01337440).Hayes, R. H., & Wheelwright, S. G. (1979). The dynamics of process-product life cycles. Harvard Business Review, 57 (2), 127-136.Hickson, D. J., Pugh, D. S., & Pheysey, D. C. (1969b). Operations Technology and Organization social structure An Empirical Reappraisal. Administrative Science Quarterly, 14, 37 8- 396.Jaques, E. (1992). managerial Accountability. Journal for Quality and Participation, 15 (2), 40-44. Retrieved phratry 4, 2000, from AIB_INFORM database (00725529).Source document