Organization Management for Any Business,

Organization Management

For any business, whether government, nonprofit, or profit, it is essential for managers to have an understanding about the theories of management. The most prominent theories applicable in this situation are the Scientific Approach, Bureaucratic, and Modern Theory. These theories have a unique emphasis in delivering a proven system for Planning, Organizing, Leading, Coordination, and controlling an organization (Shchermerhorn, 2011).

In this light, VDOT was ineffective because it lacked the proper management. An organization is more likely to succeed under a chain of command with a clear mission. Critical organizational changes that managers can take to address VDOT situation is to focus on addressing the organization's division of labor, levels of authority, impersonality, rules, guidelines, and provide a careers based on longevity (Shchermerhorn, 2011). A few examples of large successful bureaucratic organizations are Berkely University of California, and the Manhattan Project. UC Berkeley is world-renowned for it research and contribution to society such as statistical theory, discovery of vitamin E and the cyclotron (University of Berkeley). UC Berkely has shown a history of growth and prosperity thanks to its leadership.

While one might consider the organization to operate under bureaucratic leadership, the fact of the case appears to indicate that there is a focus on leadership as politically charged, without any real focus on the functions that need to be performed to reach the goals of the organization. Hence, a bureaucratic focus might be an effective way to provide a new and more effective focus for the organization.

2)

According to the SPM Website (2012), the six major challenges that managers face include unrealistic deadlines, scope changes, an inability to manage risk, lack of team skills, poorly defined goals, and poor communication. At VDOT, the most significant challenge is probably to improve overall communication within the company. As it stands, there appears to be a lack of communication not only within the company as a whole, but also on a micro-level among employees within teams. The company has done little to respond to this, being more concerned with managing the politics within it. A secondary problem is unrealistic delaines, with the company completing only 20% of its assigned projects. Hence, this area is in need of significant management changes. The other areas are also in need of management, although a lot of the challenges can be mitigated by constructing a good communication basis among employees, employers, and teams.

3)

Engineering innovation and cutting-edge research are among the greatest strengths within VDOT's internal environment. Hence, these should be exploited fully to turn around the company towards a more profitable entity once again. Other environmental factors, however, need to be taken into consideration, especially those that are less favorable. Among these are the general lack of systems that provide pertinent information on the status of projects or the true state of finances. These issues can be addressed with the proper management.

4)

In the long-term, I would want projects that are completed on time, and a system that allows employees to do their work in such a way that the company can reach its goals in terms of these project. In the medium term, I would create a management team that is competent to lead the company without unnecessary politicking. It might be acknowledged that politics are good at times, but for the company, it is more important to create a sound system of management that would be more in touch with the needs and requirements of employees. The short-term goal would therefore be to determine these needs and goals by means of a number of interviews. Employees will be encouraged to voice their concerns and needs, as well as to provide input for the improvement of the company as a whole. In both the short- and long-term, the most important factor to install would be a sound basis of communication among employers, employees, and everybody in the company. Only by communicating effectively within its internal environment can the company begin to prioritize and reach its goals effectively.

Shuceta's motivation for taking the job might be explained by the incentive theory of motivation (Cherry, 2012), which holds that a person is driven to action by some external promise of a reward resulting from taking the action. On these grounds, it might be said that the job would provide Shuceta with a sense of reward when he manages to turn the company around and make it profitable once again.

The internal theory of motivation could also, to some extent, explain his action, as it is certainly not a job that would yield any immediate rewards. Shuceta might, for example be prone to taking calculated risks or take very challenging risks, driven by an inner need to overcome challenges. Once the challenges have been successfully overcome, he would then experience the reward of success for his trouble. In general both the internal and external theory of motivation might be used to explain Shuceta's drive to take the job.