Question

Articulate and evaluate your own opinion about the degree of distance prevalent in U.S. comp between more and their direct reports, Who is protected by this management style? What ad verse organizational impacts might result from this style

Answer 1

The degree of distance prevalent in U.S. companies between managers and their direct reports

In organizational structure of United States, the workforce hierarchy has numerous steps from Directors at the top to labour force at the bottom. So, there is a huge difference between the managers and their subordinates in herms of hierarchy levels and also in terms of power distance. These two factors lead to the communication barriers. More the number of levels in hierarchy, more are the chance s of message being distorted as it goes from top management to workers at the bottom of hierarchy, which means communication loss/gap. Also as we see in the example of GOC, employees are not supposed to interrupt when their superiors are giving their opinion. They did not took initiative during the group discussion, instead they started feeling uncomfortable. This type of management style protects the top managers as they can suggest to top management whatever they want without considering their employees. This type of organisational style have numerous adverse effects: •employees lack leadership qualities because they never get chances to take initiatives. •too formal structured organisations resist innovation because employees are following same schedule everyday and no one asks for their opinion about potential changes to the workplace and work practices. •lack of flexibility. such organisational structures are rigid and lack flexibility which resist adaptability.