Formalizing culture and tradition

Scenario
You work for an organization that has traditionally been very formalized, and managers have had a very broad span of control over direct reports from multiple departments and functions. This worked well in the past; managers were able to oversee a high number of direct reports because there were many rules and regulations dictating how their work should be performed. However, there were downsides. Employee talent was underused, and there wasn’t a strong team culture, as most work was done independently according to standard operating processes.
Recently, the organization has been shifting to less formalized working structures to support more creative, innovative work and provide employees with more autonomy. While employees are happy with the purpose of these new changes, managers are feeling overwhelmed, and employees are feeling undersupported. This has impacted function-specific work the most, because in the past, managers didn’t need to understand in-depth, function-specific tasks (such as the technical aspects of graphic design work or the intricacies of project management). Instead, they had the ability to rely on rules, regulations, and standard operating processes. Employees have also noticed a lack of communication around current projects, which has led to a lack of updated information and duplicated work across management teams.
You have been asked to work with the human resources department to recommend a new organizational structure that addresses these identified management and communication concerns

Sample Solution

simulative monetary policy to solve the recession. The fall of Keynesianism also credited to the fact that many economists did not take into account the probability of stagflation (Blinder, 2013). Historical data pointed out that high unemployment rates were related with low inflation rates and vice versa, as shown in the Phillips curve (Khan Academy, 2017). The theory was that a high demand for goods increased prices, which in turn stimulated companies to employ more people. Likewise, high employment rates augmented demand. During the 1970s stagflation, it became obvious that the link between inflation rates and employment levels was sometimes unstable. As a result, macroeconomists were unconvinced about Keynesianism, eventually steering to the end of the impact of Keynesian theories in economic strategies. Monetarist economists, such as Edmund Phelps and Milton Friedman clarified a shift in the Phillips curve: they maintained that when companies and workers anticipated high inflation, there was a shifting up of the Phillips curve, suggesting that high inflation can occur at any rate of unemployment (Khan Academy, 2017). Unambiguously, they argued that if inflation remained high for many years, workers and companies would begin emphasizing its consequences during wage negotiations, causing in a quick increase of earnings and firms’ prices, which further quickened inflation. This enlightenment was an extreme case of criticism of Keynesianism, and Keynesians progressively agreed the explanation. This reduced Keynesianism spread and influence on economic policies. To conclude, it is evident that the spread and impact of Keynesianism was largely accelerated by the unmatched economic success and constancy in the post-war period from 1945 until 1973. The basis of Keynesianism was government intervention using active monetary and fiscal actions to normalize aggregate volatility in market economies. Its collapse could have accredited to the 1970s stagflation depicted by an instantaneous increase in both unemployment and inflation rates. Critics maintain that stagflation was an unavoidable heritage of demand management policies associated with Keynesian economy. The critical fall of Keynesianism was noticed by the end of the neoclassical synthesis conventional position because of empirical and theoretical weaknesses. The fall of Keynesianism was also triggered by the fact that many economists of that time did not take into account the probability of stagflation.

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