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A premier organization in the field of oil and gas sector of Pakistan is having a structural dilemma in its style of management. This was identified by their consultants for annual appraisal and a remedy was immediately recommended by the consultants.
The organization has a staff of around one hundred and fifty of which fifty employees are doing a white collar job and around one hundred employees are engaged in the blue collar jobs including those involved in the mechanical work of oil drilling in the southern area of Punjab. The organization has different departments differentiated by the nature of functions they perform. The organization has adopted a close door policy which has a negative word of mouth among the blue collar workers and demotivating them as well.
This year’s annual appraisal of that organization was done by a third party and that is expert consultants’ firm for organizational appraisal. The consultants have identified the decrease in the level of motivation and the ambiguity in the structural design of that organization.
1) What kind of structural design is being followed in this organization? (2 mark)
2) Which structural design would you recommend for this organization? Why? (5 marks)
3) How the issue of lack of motivation in the employees of this organization could be resolved? Give suggestions. (4 marks)
4) Do you think that an open door policy among blue collar workers and top management will enhance the level of efficiency in the organization? Why or why not? (4 marks)

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