Recession has affected almost each person in our surrounding society, whether people were directly or indirectly affected. It has influenced domestic small businesses, large companies and industries, as well as families and individuals.
Current research on effectiveness and productivity in the knowledge economy offers insight into what mechanism in the linked workplace. Some structures of connections emerge around both successful teams and effective individuals when carrying out knowledge work. It has also been discovered where to put in missing links that transform a poor economic system into a better medium for influence, knowledge and information.
According to the information provided regarding John Moody’s business, it is clear that the Moody has made a common mistake like any other companies. The business is operating as line organization instead of adopting a line-and-staff organization structure at its stage of growth. There are a number of inadequacies that needs to be addressed in this organization structure.
The heads and supervisors of the departments are concerned in layout and method studies, scheduling and dispatching, repair and maintenance work, and quality control- all these in addition to their major job of motivating the employees and supervising the work. It is also obvious from the structure that a variety of departments heads inefficiently supplies and purchase materials for their diverse departments. This has caused too much money and space to be used in the inventory of raw materials. Furthermore, this action has led to pilferage and waste of materials and supplies (Mosley, Pietri & Jr Mosley, 2010)
The Moody’s organization chart also reveals that the supervisors and managers are doing their own disciplining, hiring and firing. As a result, there is lack of uniformity in terms of selecting, promoting, disciplining and screening employees. The mangers in Moody’s organization are overloaded.
Leading researchers on the social capital of managers have established through many studies that some patterns of relations that persons build with others brings them earlier promotions, higher pay, better ideas, greater influence, and overall better career success. It is believed that a good social capital gives a higher return on savings in human capital.
In the final recommendation, it is important to take actions to turn around this situation. First, John Moods needs to hire a number of expert staffs to carry out some of the duties that the line of the current managers performs. John Mood also needs to hire human resources experts to screen and select new workers, an industrial engineering head to conduct method and layout research, and a production manager specialist to perform all the inventory control and purchasing.
Furthermore, Moody should eliminate inefficiencies and install improved ways of operating in order to receive immediate cost savings and benefits. If the growth rate of the company continues in the future, it is recommended that additional staff members be employed.
Management researchers have observed that some departmental managers are better than other managers at achieving goals through relationships. Scholars discovered that effectual general managers use more than 8o percent of their time interrelating with others. Some management scholars have also started to see the significance of relationships and conversations in managerial work.
It is also a vital requirement that John Moody establishes an effective information management system. As the difficulty of the information management crisis augments so will the perils of making mistakes. Businesses face a dropping set of information management requirements described in national, global, local, industry, and state terms.
Reference
Mosley, D. C., Pietri, P. H. & Jr Mosley (2010). Supervisory Management. New York: Cengage Learning,
