please help me to answer this question this is high mark tq

Question 2

Why do established companies struggle to become more agile? No small part of the difficulty comes from a false trade-off: the assumption by executives that they must choose between much-needed speed and flexibility, on the one hand, and the stability and scale inherent in fixed organisational structures and processes, on the other. Start-ups, for example, are notoriously well known for acting quickly, but once they grow beyond a certain point they struggle to maintain that early momentum. Equally, large and established companies often become bureaucratic because the rules, policies, and management layers developed to capture economies of scale ultimately hamper their ability to move fast. In our experience, truly agile organisations, paradoxically, learn to be both stable (resilient, reliable, and efficient) and dynamic (fast, nimble, and adaptive). To master this paradox, companies must design structures, governance arrangements, and processes with a relatively unchanging set of core elementsa fixed backbone. At the same time, they must also create looser, more dynamic elements that can be adapted quickly to new challenges and opportunities. Traditional hierarchiesboxes and lines on the org charttypically specify where work gets done and performance is measured, and whos responsible for awarding bonuses. All this generally involves a boss who oversees work and manages direct reports. Agile organisations, by contrast, deliberately choose which dimension of their organizational structure will be what we call their primary one. This choice will dictate where individual employees workin other words, where they are likely to receive coaching and training and where the infrastructure around their jobs is located. Day-to-day work, performance measurement, and the determination of rewards, on the other hand, are more likely to happen in teams that cut across formal structures. The primary home of employees remains an anchor along their career paths, while the crosscutting teams form, dissolve, and reform as resources shift in response to market demands. Sometimes these Page 4 of 4 dynamic teams show up in the org chart, typically in the form of business lines, market segments, or product units. (Adopted from Aghina, W., De Smet, A. & Weerda, K., Agility: it rhymes with stability. McKinsey Quarterly December 2015.)

a) Describe the characteristics of an organic organisational structure that emphasizes on agility. (10 marks)

b) Critically evaluate the effectiveness of traditional structured organisation and the agile organisation. (20 marks)

c) In the context of agile organisation, suggest the ways that managers can motivates employees with different desires. (10 marks)