Learning Diary: Solution for Question No.

-3

Question3: Choose any two positions in your organization and explain the differences in
implementation of four design challenges explained in chapter IV. You need to choose one position that
can be categorized as mechanistic, while the other should be organic. Also explain the variations of
people and reward dimension of star model across these two positions.

Answer: In order to explain the differences in implementation of four design challenges I have chosen the
positions of Sr. Manager in an Operating unit of Blast Furnace and the other from R&D.

Sr. Manager – Blast Furnace is responsible for smooth operation of blast furnace. He reports to
the Head of Operations who in turn reports to Chief of the department. Day to day operation and
analysis of anomalies are the key role of this position. Whereas, Sr Manager Product development
R&D is responsible for R&D projects and reports directly to the chief of the department. The role
of Sr Manager Blast furnace is mechanistic in nature while that of R&D is organic in nature.
Let me discuss here in more illustrative way how different design challenges differentiate two position or
their respective section as Organic and mechanistic type-
(Sr. Manager- Operation, Blast Furnace) (Sr. Manager-Product Development, R&D)
How to ensure Individual specialization, role differentiation and Interdependencies?
A. Interdependencies- In Blast Furnace the role of A. Interdependencies- In R&D the role is problem
individual is well defined and well demarcated. solving and requires lateral thinking. The jobs
The skill set required for various jobs are are mostly task based and the individuals are
different and the jobs cannot be done by any required to work in team. The work in this unit
other person except the one assigned to do it. is more of dependent in nature.
The dependency between various individuals is
quite different and the roles are independent. B. Role based differentiation-Joint Specialization
B. Role based differentiation- Employees work is required, where people can work together
separately and specialize in one clearly defined and coordinate their actions. Here, Vertical
task. Dealing with complex matters requires Differentiation is less and Horizontal
higher authority like for any change in Differentiation is more for different activities
operating parameter need approval from Sr. like sample preparation, testing and literature
Blast Furnace. The Blast Furnace department survey.
has vertical differentiation.

How to balance differentiation and integration?

C. Differentiation Vs Integration- In blast furnace C. Differentiation Vs Integration -
operation, hierarchy of authority is clearly defined. Sr.
In R&D segment for successful completion of a project
Manager reviews and appraises the actions &
or task integration between individuals is complex. No
effectiveness of employee working under him.
strict laid rules are there for coordinating and mostly
Similarly, Asst. Manager does the same for supervisors
these modes are informal. The R&D system has a
and supervisors does for associates. Thus, here
complex integrating mechanism as an individual is
integrating steps are clearly defined and are quite
related to many others at one time. NO strict
unique in nature. Simple Integrating mechanism in
differentiation exists.
terms of hierarchy is enough in such sort of functions
How to balance Centralization and decentralization?
 Learning Diary: Solution for Question No. -3
D. Centralization Vs Decentralization- Operation of
blast furnace is a critical operation from production and
safety point of view thus requires decision and control
to be in a centralized manner. The flow of instruction is
streamlined and is unidirectional. The information flow
from higher level to lower level. The Sr Manager BF is
only aware of information that requires his action thus
the authority is mostly centralized. As even knowing
information of a maintenance sr. Manger may not be of
any help to him.
How to manage standardization and mutual adjustment?
E. Standardization-Based on the regular nature job in
Blast Furnace the Supervisors are mostly guided by
action standards. The Sr. Manager is the owner of these
and the standardization is very important as any miss
from standards may lead to catastrophic failures and
even lead to loss of life. Thus, standardization is very
important for Blast Furnace.
People- Star Model
Sr Manager BF need specialized knowledge and area
expertise is very important. As tap hole drilling,
parameter interpretation is very important and are
specialized kind of job. The task is more of monotonous
type. While selecting people for this section skill set is
very important. People in BF will have very limited
learning opportunities outside their function.
Rewards- Star Model
Appraisals are based on individual performances, since
each employee is mostly doing his own task. People in
such roles may tend to monetary benefits rather than
recognitions as other people in the organization may
not be able to appreciate their contributions due to
repetitive nature of task. People are identified for
rewards based on the discipline and implementation of
SOP knowledge of employee.
D. Centralization Vs Decentralization – For successful
completion of a project in R&D lateral ideas and sharing
of views are quite important and thus information
about any finding is conveyed to all. Sr.Manager here
needs to convey and know what all other function
people are doing and so do others. The Sr. Manager
responsible for sample testing should also know the
fact and related hypothesis. Thus,the system is
decentralized.
E. Standardization- For achieving a project outcome
which is unknown no standard way can be followed, as
there can be varying solutions for varying projects
Hence in R&D standard solution may not fit for all.
Standard work processes, tools etc. may not be much
applicable. Therefore, more of mutual adjustment is
applicable in this function rather than standards.
The individuals working in R&D division should have
varied skills related to metallurgy, testing of materials,
knowledge of fluid dynamics, computer knowledge.
They should have the ability to work in teams, co-
ordinate with each other. People with high task
performance and achievement orientation are rather
preferred. Flexibility is job and will to work in a team
are important attributes to work in R&D.
Compensation and rewards are for group
achievements- like new task achievement etc. people in
this section are better motivated by non-monetary
rewards such as recognition and challenging task. It is
difficult to measure individual contributions in this
section. Recognizing the teams for their achievements
may be a better motivator than monetary benefits.