Module ; Managerial Effectiveness

( please answer separately each part of question and labeling it)

(a) Comment critically on the nature and value of the investigation. What difficulties does such an investigation present and how might these difficulties be best overcome?

(b) State clearly the conclusions drawn from the investigation and discuss the extent to which it reveals practical applications of organisation theory.What practical applications which reveals that the following theories were in use; classical theory, human relations theory, systems theory and contingency theory ( state the theory and the example separately)

(c) Explain and justify the specific recommendations you would make to the top management of Helgaton Ltd as a result of the investigation.

CASE STUDY: HELGATON LTD: ORGANISATIONAL THEORY IN PRACTICE

Laurie Mullins and Ian White

This case study presents the result of an empirical investigation that attempts to assess the extent to which organisation theory has any practical applications for managers in a modern commercial organisation. The overall mission of Helgaton Ltd is to deliver quality business products and systems throughout the UK and Ireland, with four stated Common Goals related to customers, quality, profitability and employees. Quality is a basic business principle and means providing customers with innovative products and services that fully satisfy their negotiated requirements. Tasks, goals and objectives are embodied within a series of functional Tasks, Goals and Objectives (TGOs). Restructuring Helgaton Ltd is also a change-oriented company, with a major restructuring process undertaken in 1992.

The investigation was undertaken to assess the practical applicability of organisation theory at Helgaton Ltd and the extent to which it meets the needs of the manager. The analysis of Helgaton Ltd's published material and information generated from personal interviews with managers was conducted to examine the application of organisation theory. Secondary data included company manuals, autonomous work groups (AWGs), organisational processes, and an employee survey. Primary data included a semi-structured interview with managers, which was used to obtain more specific and detailed data. The broad categorisation adopted was that of a manager and non-manager dichotomy.

The results of the survey showed that overall job satisfaction within Helgaton Ltd was around 55%. The most important details in this text are the results of a survey conducted by managers. The population was quota sampled and attempts were made to balance demographics, location, and seniority and experience of the managers. The interviewee statistics are given below. The pilot study highlighted two major issues: many of the questions were either too open or too closed and needed to be refined.

The interviews lasted on average just over one hour and took place over a period of about one month. The results of the interview questions included channels of communication, clearly defined job role, channels of communication, The most important details in this text are the results of an employee survey conducted by Helgaton Ltd., which revealed that 73% of employees stated money as a clear motivator, and that achieving goals at work was achieved by attention to and following the TGO. Technology was also identified as a factor, with 60% planning their work by their diary. Empowered working groups were also highlighted, with the importance of quality and the influence of Japanese working methods being cited as examples. Management style was also highlighted, with 93% focusing on terms such as fair, democratic, supportive, honest, caring and humanistic.

Teamwork was also highlighted, with all managers agreeing that it was the only way the business could move forward. The most important details in this text are the commitment of sales and operations managers to team working, the hierarchy structure of Helgaton Ltd, the larger environment, technical requirements of the job, personal goals at work, the purpose of training employees, the basis of promotion, and the management response to change. Sales and operations managers expressed their commitment to team working as being the way forward to business success. Hierarchical structure: 67% indicated that the structure was not hierarchical in terms of specific functions, but 47% argued that a hierarchy still existed within Helgaton Ltd or within particular functions. Larger environment: 47% recognised that Helgaton Ltd was part of a larger environment, but responses tended to identify only broad elements such as the 'Green' issue.

Technical requirements of the job: 87% believed in the principle of training employees so that they become more efficient, 53% recognised the importance of development of the individual as a person, and 73% responded very well to change. Management response to change: 73% responded very well and some claimed to thrive on change. The most important details in this text are the findings of a survey conducted by Helgaton Ltd., which revealed that 27% of managers had difficulty managing, 73% did not plan the work of their subordinates, and 57% believed output was the most important factor to both Helgaton Ltd and themselves. Additionally, 73% believed output was the most important factor to Helgaton and 57% believed it was their highest priority. Additionally, 93% perceived there to be a division between management and subordinates, with two managers suggesting that the division was due to the benefits received by managers when compared with subordinates.

One manager stated clearly that there was no division. The most important details in this text are that Helgaton Ltd promotes the belief that cross-functional moves are possible, but only one manager has moved between functions on a permanent basis. Managers felt that Helgaton Ltd was keen to find out what satisfies employees, but some responses suggested this might be a 'lip-service' exercise. Commitment to a common purpose varied, with some managers feeling committed to their TGO, some to the stated goals of Helgaton Ltd, some to their region, some to business results, and some to survival of the business.