Organizational Framework for Manufacturing Technology Using Woodward\'s

Organizational Framework for Manufacturing Technology Using Woodward's Model

The Woodward model describes three organization designs including: small batch and unit technology, large batch and mass production, and continuous process production. Toyz is classified as small batch and unit technology. Toyz is classified as small batch and unit technology because it "manufacturers and assembles small orders to meet specific needs of customers (Daft, 256)." Although custom work is usually a norm of such an organizational structure, in the case of Toyz the creation of the products are not made to order but they are unique. In addition the manufacture of Toyz products is highly dependent upon individual operators as opposed to the process being highly mechanized. In addition the management system is defined as organic. An organic system simply means that they are free flowing and adaptive and requires the use of fewer procedures as opposed to being mechanistic.

As a result of the company being a small batch and unit technology classification, it can be determined that in order to be successful strategy, structure and technology need to be aligned. In the case of Toyz it is suggested that the entire company develop a strategy consistent with the overall vision and goals of the company. For instance, some of those in management are concerned because the current way that products are produced and the inability of the company to properly fulfill its orders. This issue exists because of the distribution process. If Toyz desires to produce the order accurate and on time it must adopt a distribution strategy that reflects this desire. Failure to do so will mean that the company will continue to experience this problem. To address the issue facing the company the structure of the company has to be examined and it must be determined whether or not the current structure is advantageous and consistent with the goals of the company. It is my recommendation that the structure remains the same but there has to be tighter controls and more accountability. For instance, it is recommended that the company invest in ways to minimize or eliminate altogether the odor on the premises. Doing so would assist with recruitment efforts and as such the problem associated with being able to fulfill orders. Once this correction is made the company might have the capacity to add additional distributors. However the internal functioning must be handled prior to such additions if this recommendation is to be successful.

This issue also seems to have its roots in the type of technology that the company utilizes in the order fulfilling process. The company must ensure that orders are properly recorded and that the company stays on schedule so that the products can be delivered at the proper time in the proper quantity. All of these recommendations need to be implemented if the company wants to improve its overall functioning.

Perrow's Framework

In the context of Perrow's framework there are four types of categories of technology including craft, engineering, routine and nonroutine. These four categories are further associated with two factors: variety and analyzability. Variety is defined as "the frequency of unexpected and novel events that occur in the conversion process (Daft, 272)." Analyzability refers to the ability to break the process down into analyzable steps (Daft). When a process is not analyzable then processes cannot be placed into steps. In terms of variety Toyz manufacturing department is routine technology and the analyzability of this department is therefore high. The design department is nonroutine because the issues that this department handle vary greatly from product to product. The marketing department is characterized as craft. According to Daft

"are characterized by a stable stream of activities but the conversion process is not analyzable or understood (Daft,273)." In the case of Toyz the processes are not analyzable because they are quite often based on the wisdom and skill of those handling the process.