The Ability to effectively articulate a business organization structure that facilitates maximization of human resources potential is the key to its growth, higher objectivity of stakeholders, and sustainability at all levels. Business structures dictate the relationships that exist between the different factions and stakeholders a consideration that largely derives their cultural setup. In their view, William, Robert and Jack (2009) point out organizations must be able to facilitate highly dynamic systems that not only opens up their need for continuous improvement, but factors the notion of the needed identity that maintains their image both at the organization and outside.
Application of a horizontal business structure at the Emerald Dawns has great implications to the organizations management, its implications to the wider society, and its long term sustainability. Notably, the structure does not facilitate the needed objectivity realization for the interns. Therefore, this chapter forms a critical analysis of the different issues that result from the Emerald Dawns applications of the horizontal structure to the interns. As a result, it employs key models, theoretical frameworks, and holistic outlines in delving possible solutions to the problem.
Emerald dawns and horizontal structure application
Following the negative implications that resulted from the hierarchical organization managements in the 19th century, the demand to assimilate a better system of management that factors the input of all has been very crucial. Emerald Dawns management has therefore not been left behind in this crucial revitalization of the 20th and 21st century (Emerald Down, 2009). Therefore, the organization has shifted its key outlook to facilitate its staff to be critical decision makers a consideration that has seen work remain at every individuals optimum consideration.
According to the organization management theory, the new business model emphasizes that all the employees have some peculiar potential that can be reemployed to facilitate dynamism and therefore diversity which is very critical in maintenance of its vision and indeed the mission (Austin and Bartunek, 2003). While seeking to maintain the ideals of the modern managements, the interns are equally given the needed room for inducing their creativity, contribution to the company, and indeed the noble chance to make the needed impacts in their areas of specialization. However, William (2009) indicates that the management remains unsure of the methods efficacy in deriving the needed outlook to the interns.
Emerald Dawns is a business organization is mainly involved with horse racing and provision of other relates hotel and catering related services. As a result, it has major activities that demand high levels of creativity and commitment by the involved employees. As a result, Apaydin (2008) indicates that its horizontal based structure has remained critical in facilitating the needed commitment and results oriented.
Internship and its role in building up a trainee
Pamela (2007) argues that over the years, the role of internship has remained critical to both students and organizations facilitating them. Through application of internship the trainee is given a chance to facilitate the laboratory experiments for their knowledge and therefore realize new heights. Emerald Dawns therefore treasures in working with new brains which are indicated to not only posses the needed energy, but facilitate critical realization of the organizations objectivity. However, while this mission appears noble, its realization appears to be highly differentiated. Is the organization really employing the correct platform towards generating the correct models of the interns after they leave the company
While indicating that internship must be complementary at the organization levels, Bolman and Deal (2008) argue that all students must be able to not only see the correct widows open to them, but characteristically move in to capitalize on them. Indeed, Bolman and Deal (2008) further challenges the learning institutions to generate the needed urgency of creating the critical networks through leaving the needed marks of good performance and innovativeness in their areas of practice. Researchers over the years have indicated their discontent with students inflexibility and reduced adaptability in fitting to the horizontal structures of organizations management. Winters (2009) indicated that she was greatly disappointed for failing to be posted in her area of preference.
Organization culture and success approach
While evaluating the demands of organization behaviors and its implications to the internal and external stakeholders in an organization, Austin and Bartulek (2003) indicate that there is need to develop holistically acceptable cultures that factor all stakeholders. Organization culture formation constitutes a congregation of key beliefs, perceptions, and particularistic orientation of the different internal systems in the management. While emphasizing on the need to integrate organization cultures at all levels of organization management, Hatch (2000) indicated that they risk being sabotaged by some of the members. Therefore, when presenting her model of cultural dynamics, she emphasized that subcultures branch to form the main organization values outline. While developing the model, Hatch (2000) indicated that the leaders in an organization must be able to and comprehend the role played by their organization cultures. In concurrence with Hatchs view, Austin and Bartunek (2003) outlined the following aspects that result from good organization culture.
To begin with, experimental learning brings out the necessary confidence to the workers after being oriented to their new jobs and anchors new mechanisms of their living and cooperating with others. In addition to that, it generates contingency outlook where all the systems of management operations and articulation of groups based on merits, talents, and the necessary consistency at all levels of management.
Emerald Dawns culture is a strong derivative of the horizontal management structure that dictates the employees relation with others and their administration. As indicated earlier, horizontal structure has brought the management at the lower levels of operations and therefore creating the necessary trust between them and their organizations ideals which the seemingly behind curtain administration strongly upholds. Winters (2009) indicates that in her internship with the organization, the group was highly receptive and therefore allowed her to fit within their systems by facilitating her ability to do what she wanted in internship. Therefore, while giving new entrants the needed outline critical for them to fit in its demands. Articulation and progressing Emerald Dawns organization culture is therefore brought out to be strategic and anchored on individual initiatives to be incorporated within it. Winters (2009) indicates that she participated in various sections apart from her usual assignment.
William et al (2009) argue that the success of an institution should be based on the outcome of their cultures and their systems too. Therefore, through there is strong democratic space for the organization employees and workers to employ the needed democratic considerations, this outlook does not generate the needed outlook to the interns. The culture fails to factor the critical demand and the culture of the trainees in their new tasks. Therefore, it can be considered to have failed in generating the needed outlook to the outside community. As Winters (2009) indicates, she was not given the necessary platform that could motivate and invoke a sense of creativity in her.
Organization motivation and research
In his view of organization management, Eduardo, Gerald and Shawn (2008) indicate that motivation remains the key factor in invoking the greater commitment for the people in an organization. Eduardo at al (2008) further argues that organizations with hierarchical structures failed to appreciate the need for motivation and therefore facilitated their own downfall. According to Maslows theory of human needs, the requirements of an individual must be addressed at different levels (Apaydin, 2008). While developing the theory, Robert Maslow indicated that the human needs are classified into different levels which people seek to meet before getting to the highest levels of self actualization (see figure 1). At the lower levels of needs hierarchy, the basic psychological needs that an individual requires for basic survival are presented. As they advance, they shift to higher levels of needs that seek to maintain the necessary belonging and self esteem. It is critical to note that once people shift to higher levels of social needs, the lower needs becomes less important to them as they continue maintaining their critical focus towards attainment of self actualization. (William et al, 2009).
Figure1. Maslows hierarchy of needs
(William et al, 2009)
Emerald Dawns situation can indeed be best described using this model. By articulating the horizontal organization structure, most of the employees have shifted from the first and second level of human needs from the stability if their employments and the self esteem in gaining higher management status. Therefore, what happens to the lower levels of needs becomes of less concern to them. Due to the greater comfort, at the self esteem and other upper layers, it is indeed hard for the management to factor the possible problems that interns at the lower levels of the hierarchy may be going through. According to Winters (2009), while interns in other organizations received some compensation towards motivating them in their work, the same was non-existent at Emerald Dawns. Under this consideration, it is true to say that the organization indeed operates less its full potential as interns only seek to accomplish the tasks allocated to them as opposed to enthusiastically generating new ideas towards improvement.
Application of ethics in the organization
As provided for by ethical theories, the principle of beneficence dictates that at any time, all the people must only be involved with actions that will produce the highest level of good. McKelvey (2002) argues that all actions must be weighed and articulated to generate the needed results to the people. McKelvey (2002) further says that application of ethical demands is indeed very hard for many. To remain highly ethical, an individual must be internally motivated to do well and furthermore, enhance the same results to the outside world. In a horizontal structured organization, the responsibilities and reporting systems are highly devolved and each persons autonomy strongly adhered to. However, while the main outcome of facilitating higher levels of commitment by all appears to be evident in such systems this consideration is not always true.
At Emerald Dawns, interns are provided with only one type of assignment that indeed stalls their minds, reduces their evaluative capacity, and finally releases them to the society only partially prepared to address the myriad of problem in it. Winters (2009) indicates that through she knew Emerald Dawns very well and was sure of its potential of taking her to where she had wanted, her immediate boss never allowed her to achieve this dream. This is therefore highly unethical as it fails to capture the need for improvement and indeed invokes key negative orientation for the interns. Winters (2009) bitterly argues that she would not encourage other interested interns to attend their practices at Emerald Dawns. Therefore, the unconcerned nature of the employees may therefore further present a key negative image to the public and negatively affect its business operations.
Change management and its orientation
According to Slocum (2008), change and change management is one of the most critical aspects in the society. Indeed, following the fast dynamics at the global level, change has been described as the only most predicable aspect in the society. Therefore, it is critical that its management is based on the need to effectively infer the improvement at all times. It is critical that change is attached to all the arms of the organization management to generate harmonious growth and development. Slocum (2008) adds that this has been the main reason why organizations assimilate a highly devolved structure.
In their view of change and its application in organizations with horizontal structures, Austin and Bartunek (2003) liken them with a ship sailing afloat through calm sea to its destination. Therefore, the ship is prone to major disturbances that are spatial temporally unexpected. To begin with, the sea may get rough and cause great instability in the ship. Besides, there might be pirates on the sea and the internal engine systems may also fail to function effectively. Under this consideration, all the members in the system become very crucial in addressing the problem to halt the implications of the disturbance and enhance the safety for all.
At Emerald Dawns, there appears to be a great discontinuity between the human resources at various sections. While the demand for change is indicated by Tsoukas and Robert (2002) to be either anchored on positive drive or coping demands, the former is highly suppressed. Winters (2009) indicates that during her time of internship at Emerald, she was strongly de-motivated and therefore could not act as a change agent in the organization. Though she had wanted to be a sales promotion intern, the specialist she wanted to specialize in, she never worked in the section. In addition to that, despite interns working on the same areas, their potential to contribute on others was very limited. Tasks given to the interns were indeed less critical and could not generate the needed insight for promoting change. Therefore, Emerald Dawns appears less prepared to use the critical minds from training in bringing the needed future outlook towards raising the returns demands for management.
It is from the above discussion that this paper concludes by supporting the thesis statement, that the ability to effectively articulate a business organization structure that facilitates maximization of human resources potential is the key to its growth, higher objectivity of stakeholders, and sustainability at all levels. Horizontal business structure at Emerald Dawns was assimilated to facilitate the ability of the employees to not only remain focused, but holistically committed to their work. Though this consideration appears to be evident from the high levels of their occurrence in the Maslows hierarchy of human needs, it is no doubt that its application has strongly lost the needed focus for the interne. Business structures dictate the relationships that exist between the different factions and their holistic demands that must be observed and employed at the utmost consideration of ethical guidelines in the system of management. It is therefore critical that the structure is re-evaluated to assess its efficacy and applicability at all levels. With the role of organizations globally assimilating the demand or continuity, their implications to the new interns is indeed crucial if they will gather the needed mark o0f goodwill. Greater levels of motivation should further be employed holistically to all the human resources.
Application of a horizontal business structure at the Emerald Dawns has great implications to the organizations management, its implications to the wider society, and its long term sustainability. Notably, the structure does not facilitate the needed objectivity realization for the interns. Therefore, this chapter forms a critical analysis of the different issues that result from the Emerald Dawns applications of the horizontal structure to the interns. As a result, it employs key models, theoretical frameworks, and holistic outlines in delving possible solutions to the problem.
Emerald dawns and horizontal structure application
Following the negative implications that resulted from the hierarchical organization managements in the 19th century, the demand to assimilate a better system of management that factors the input of all has been very crucial. Emerald Dawns management has therefore not been left behind in this crucial revitalization of the 20th and 21st century (Emerald Down, 2009). Therefore, the organization has shifted its key outlook to facilitate its staff to be critical decision makers a consideration that has seen work remain at every individuals optimum consideration.
According to the organization management theory, the new business model emphasizes that all the employees have some peculiar potential that can be reemployed to facilitate dynamism and therefore diversity which is very critical in maintenance of its vision and indeed the mission (Austin and Bartunek, 2003). While seeking to maintain the ideals of the modern managements, the interns are equally given the needed room for inducing their creativity, contribution to the company, and indeed the noble chance to make the needed impacts in their areas of specialization. However, William (2009) indicates that the management remains unsure of the methods efficacy in deriving the needed outlook to the interns.
Emerald Dawns is a business organization is mainly involved with horse racing and provision of other relates hotel and catering related services. As a result, it has major activities that demand high levels of creativity and commitment by the involved employees. As a result, Apaydin (2008) indicates that its horizontal based structure has remained critical in facilitating the needed commitment and results oriented.
Internship and its role in building up a trainee
Pamela (2007) argues that over the years, the role of internship has remained critical to both students and organizations facilitating them. Through application of internship the trainee is given a chance to facilitate the laboratory experiments for their knowledge and therefore realize new heights. Emerald Dawns therefore treasures in working with new brains which are indicated to not only posses the needed energy, but facilitate critical realization of the organizations objectivity. However, while this mission appears noble, its realization appears to be highly differentiated. Is the organization really employing the correct platform towards generating the correct models of the interns after they leave the company
While indicating that internship must be complementary at the organization levels, Bolman and Deal (2008) argue that all students must be able to not only see the correct widows open to them, but characteristically move in to capitalize on them. Indeed, Bolman and Deal (2008) further challenges the learning institutions to generate the needed urgency of creating the critical networks through leaving the needed marks of good performance and innovativeness in their areas of practice. Researchers over the years have indicated their discontent with students inflexibility and reduced adaptability in fitting to the horizontal structures of organizations management. Winters (2009) indicated that she was greatly disappointed for failing to be posted in her area of preference.
Organization culture and success approach
While evaluating the demands of organization behaviors and its implications to the internal and external stakeholders in an organization, Austin and Bartulek (2003) indicate that there is need to develop holistically acceptable cultures that factor all stakeholders. Organization culture formation constitutes a congregation of key beliefs, perceptions, and particularistic orientation of the different internal systems in the management. While emphasizing on the need to integrate organization cultures at all levels of organization management, Hatch (2000) indicated that they risk being sabotaged by some of the members. Therefore, when presenting her model of cultural dynamics, she emphasized that subcultures branch to form the main organization values outline. While developing the model, Hatch (2000) indicated that the leaders in an organization must be able to and comprehend the role played by their organization cultures. In concurrence with Hatchs view, Austin and Bartunek (2003) outlined the following aspects that result from good organization culture.
To begin with, experimental learning brings out the necessary confidence to the workers after being oriented to their new jobs and anchors new mechanisms of their living and cooperating with others. In addition to that, it generates contingency outlook where all the systems of management operations and articulation of groups based on merits, talents, and the necessary consistency at all levels of management.
Emerald Dawns culture is a strong derivative of the horizontal management structure that dictates the employees relation with others and their administration. As indicated earlier, horizontal structure has brought the management at the lower levels of operations and therefore creating the necessary trust between them and their organizations ideals which the seemingly behind curtain administration strongly upholds. Winters (2009) indicates that in her internship with the organization, the group was highly receptive and therefore allowed her to fit within their systems by facilitating her ability to do what she wanted in internship. Therefore, while giving new entrants the needed outline critical for them to fit in its demands. Articulation and progressing Emerald Dawns organization culture is therefore brought out to be strategic and anchored on individual initiatives to be incorporated within it. Winters (2009) indicates that she participated in various sections apart from her usual assignment.
William et al (2009) argue that the success of an institution should be based on the outcome of their cultures and their systems too. Therefore, through there is strong democratic space for the organization employees and workers to employ the needed democratic considerations, this outlook does not generate the needed outlook to the interns. The culture fails to factor the critical demand and the culture of the trainees in their new tasks. Therefore, it can be considered to have failed in generating the needed outlook to the outside community. As Winters (2009) indicates, she was not given the necessary platform that could motivate and invoke a sense of creativity in her.
Organization motivation and research
In his view of organization management, Eduardo, Gerald and Shawn (2008) indicate that motivation remains the key factor in invoking the greater commitment for the people in an organization. Eduardo at al (2008) further argues that organizations with hierarchical structures failed to appreciate the need for motivation and therefore facilitated their own downfall. According to Maslows theory of human needs, the requirements of an individual must be addressed at different levels (Apaydin, 2008). While developing the theory, Robert Maslow indicated that the human needs are classified into different levels which people seek to meet before getting to the highest levels of self actualization (see figure 1). At the lower levels of needs hierarchy, the basic psychological needs that an individual requires for basic survival are presented. As they advance, they shift to higher levels of needs that seek to maintain the necessary belonging and self esteem. It is critical to note that once people shift to higher levels of social needs, the lower needs becomes less important to them as they continue maintaining their critical focus towards attainment of self actualization. (William et al, 2009).
Figure1. Maslows hierarchy of needs
(William et al, 2009)
Emerald Dawns situation can indeed be best described using this model. By articulating the horizontal organization structure, most of the employees have shifted from the first and second level of human needs from the stability if their employments and the self esteem in gaining higher management status. Therefore, what happens to the lower levels of needs becomes of less concern to them. Due to the greater comfort, at the self esteem and other upper layers, it is indeed hard for the management to factor the possible problems that interns at the lower levels of the hierarchy may be going through. According to Winters (2009), while interns in other organizations received some compensation towards motivating them in their work, the same was non-existent at Emerald Dawns. Under this consideration, it is true to say that the organization indeed operates less its full potential as interns only seek to accomplish the tasks allocated to them as opposed to enthusiastically generating new ideas towards improvement.
Application of ethics in the organization
As provided for by ethical theories, the principle of beneficence dictates that at any time, all the people must only be involved with actions that will produce the highest level of good. McKelvey (2002) argues that all actions must be weighed and articulated to generate the needed results to the people. McKelvey (2002) further says that application of ethical demands is indeed very hard for many. To remain highly ethical, an individual must be internally motivated to do well and furthermore, enhance the same results to the outside world. In a horizontal structured organization, the responsibilities and reporting systems are highly devolved and each persons autonomy strongly adhered to. However, while the main outcome of facilitating higher levels of commitment by all appears to be evident in such systems this consideration is not always true.
At Emerald Dawns, interns are provided with only one type of assignment that indeed stalls their minds, reduces their evaluative capacity, and finally releases them to the society only partially prepared to address the myriad of problem in it. Winters (2009) indicates that through she knew Emerald Dawns very well and was sure of its potential of taking her to where she had wanted, her immediate boss never allowed her to achieve this dream. This is therefore highly unethical as it fails to capture the need for improvement and indeed invokes key negative orientation for the interns. Winters (2009) bitterly argues that she would not encourage other interested interns to attend their practices at Emerald Dawns. Therefore, the unconcerned nature of the employees may therefore further present a key negative image to the public and negatively affect its business operations.
Change management and its orientation
According to Slocum (2008), change and change management is one of the most critical aspects in the society. Indeed, following the fast dynamics at the global level, change has been described as the only most predicable aspect in the society. Therefore, it is critical that its management is based on the need to effectively infer the improvement at all times. It is critical that change is attached to all the arms of the organization management to generate harmonious growth and development. Slocum (2008) adds that this has been the main reason why organizations assimilate a highly devolved structure.
In their view of change and its application in organizations with horizontal structures, Austin and Bartunek (2003) liken them with a ship sailing afloat through calm sea to its destination. Therefore, the ship is prone to major disturbances that are spatial temporally unexpected. To begin with, the sea may get rough and cause great instability in the ship. Besides, there might be pirates on the sea and the internal engine systems may also fail to function effectively. Under this consideration, all the members in the system become very crucial in addressing the problem to halt the implications of the disturbance and enhance the safety for all.
At Emerald Dawns, there appears to be a great discontinuity between the human resources at various sections. While the demand for change is indicated by Tsoukas and Robert (2002) to be either anchored on positive drive or coping demands, the former is highly suppressed. Winters (2009) indicates that during her time of internship at Emerald, she was strongly de-motivated and therefore could not act as a change agent in the organization. Though she had wanted to be a sales promotion intern, the specialist she wanted to specialize in, she never worked in the section. In addition to that, despite interns working on the same areas, their potential to contribute on others was very limited. Tasks given to the interns were indeed less critical and could not generate the needed insight for promoting change. Therefore, Emerald Dawns appears less prepared to use the critical minds from training in bringing the needed future outlook towards raising the returns demands for management.
It is from the above discussion that this paper concludes by supporting the thesis statement, that the ability to effectively articulate a business organization structure that facilitates maximization of human resources potential is the key to its growth, higher objectivity of stakeholders, and sustainability at all levels. Horizontal business structure at Emerald Dawns was assimilated to facilitate the ability of the employees to not only remain focused, but holistically committed to their work. Though this consideration appears to be evident from the high levels of their occurrence in the Maslows hierarchy of human needs, it is no doubt that its application has strongly lost the needed focus for the interne. Business structures dictate the relationships that exist between the different factions and their holistic demands that must be observed and employed at the utmost consideration of ethical guidelines in the system of management. It is therefore critical that the structure is re-evaluated to assess its efficacy and applicability at all levels. With the role of organizations globally assimilating the demand or continuity, their implications to the new interns is indeed crucial if they will gather the needed mark o0f goodwill. Greater levels of motivation should further be employed holistically to all the human resources.
