Workout World problem Essay Example for Free

use reality problem EssayFourth, independent owners do not follow a unified operative time of seven in the morning to seven in the afternoon. Some operates on this working but do not. It creates so much confusion. Fifth, the strength of teamwork is gone. The central problem is the huge bureaucracy developing and this is having negative effect on members and potential customers due to inconsistencies that have arisen across different services offered by Workout World. Before I offer solution or option and recommendation, it is quite important to understand what bureaucracy is. Nicos P.Monzelis said that typical administrative apparatus like to the legal type of domination is called bureaucracy (Monzelis, p. 17). In other words, bureaucracy is a legal type of domination. Monzelis notable that term bureaucracy, especially in political writings often implies an abuse of power, a situation where officials have more power than is necessary for the performance of their tasks (p. 26). Going back to the Workout World problem, ground on the concept given by Monzelis, we can analyze in detail the problem. First, bureaucracy is a legal domination.The independent owners of the four other byplay departments of the Workout World is clearly exerting domination as they already doing business in the name of Workout World independent to the general goals and policies of Workout World under the management of Peter Watson. Their staff were no longer cooperating or contributing towards the main objectives of the Workout World. Second, owners of independent sports department are now exerting more power than is necessary for their performance as they initiate moves that runs counter to the general goals of Workout World.That is collective packaging of the Workout World not independent promotion as this creates conflict and confusion on customers. In order for Peter Watson to cope or address the problem, he has to have enormous power and influence. Jeffrey Pfeffer noted t he result of the survey conducted by Canadian business school, that interdepartmental coordination, promotion and transfer decisions, and decisions about facilities and equipment allocation to be highly involve with power (p.35). Pfeffer exclamatory that to be successful in getting things do in organizations, it is critical that you be able to diagnose the relative power of the various participants and comprehend the patterns of mutuality (p. 49). It means Peter Watson must carefully analyze the present situation, the strength and weakness of the independent departments, as the saying goes to know your enemy is to win half(a) of the battle. But where does power come?Pfeffer pointed out that power comes from being in the right place (p. 49). Pfeffer gave three good position to acquire power (1) bid over resources such as budgets, physical facilities, and position that can be used to cultivate allies and supporters (2) control over or extensive entryway to information about the organizations activities, about the preferences and judgments of others, about what is going on, and who is doing it, and (3) formal authority. The Principles of Organizational StructureHelmy H. Baligh offer the concept of organization in the reason made by devil persons to do some great task. Baligh said, An organization structure would have a set of two people, and one or two decisions to be made (Baligh, p. 2). Baligh pointed out that while they were in the process of doing what they have decided to do, they were an organization (p. 2). Baligh said, they were people who are connected by decision rules that they obtain for one another to use to determine what they are to decide or do.He noted that together, the people and the rules that connected their decisions were an organization structure which determines what was to get done (p. 2). Maria Burke noted that it is important to take into consideration the cultural context of an organization in order to establish a well-sounde d communication. He accentuate the role of culture and its impact in the development of management system which is significant in the structure of an organization (p. 678).