Functional Structure the Modern Manager

Functional Structure

The modern manager has to find ways to rapidly and efficiently implement change so that his organization is able to adapt to the emergent requirements within the market and the industry. This task is however extremely challenging as people are often resistant to change. This resistance is often defined as a failure to adjust to the new requirements due to a fear of the new or the negative consequences that will have to be faced.

Benefiting from an over 20 years expertise in management manufacturing, Dennis J. Stamm wrote a concise and clear piece on the risks of high levels of bureaucracy within the business community. He argues that it is generated by a failure to adjust to the emergent changes. In addition, excessive bureaucratization generates even higher levels of reticence to change - a situation in which managers and employees are content with the status quo and do not wish to become involved in development processes. Despite the satisfaction of the organizational staff, the customer will register reduced levels of satisfaction and this will eventually materialize in decreased sales and profits, coming as such to jeopardize the financial health of the economic agent. The findings of Stamm are notable and trustworthy as the writer of the article possesses vast experience in the managerial field and throughout the years, he has occupied key managerial positions within various institutions.

Ugly Ponderous Bureaucracy is not mainly focused on the organizational resistance to change in the meaning that the concept does not represent the core of the piece of writing. However, the failure to adjust to modifications is revealed in the article by its linkage to bureaucracy and its risks. In this order of ideas, as previously mentioned, the resistance to change is important from two standpoints - first of all, it generates bureaucracy; secondly, it is generated and further supported by the created bureaucracy.

Resistance to change generates bureaucracy - this feature is best emphasized by situations in which the managers are not willing to change their approach to various organizational processes. The reasons for this are multiple, including the failure to recognize the importance of change, the strong beliefs that the current approach is the most adequate one or the fear of failure in the face of change. Given this managerial approach then, employees begin to behave in the same manner, meaning that their efforts to improve and increase their efforts become minimalist to nonexistent. This state of events in which organizational parties do not wish to change leads to emergence of high levels of bureaucracy.