Article Response 2q1aw



Variousbusiness organizations are beneficial at specific situations. Forinstance, mechanistic management is suitable for enterprises thatemphasize on conformity to specific regulations while the organicoptions are used in industries that need high versatility (Yazdani,Yaghoubi &amp Giri, 2011).In my view, the management rarely consults the employees when makingcritical decisions involving the company. The tactic is primarilyused with businesses that operate businesses in stable environment.The leadership easily makes the decision since there are no technicalissues that may require to be addressed (Turkyilmaz, Akman, Ozkan &ampPastuszak, 2011). On the contrary, the organic structure is common inbusinesses that are based in industries where consultation isnecessary. A junior staff can contribute in the decision-making sincethe leadership needs to understand how the steps they can take toimprove the output of an organization (Rothaermel, 2015).

Similarly,mechanistic is efficient in businesses where the management hasstipulated conformity to specific standards. As such, they do notrequire to consult the employees for their thoughts concerning givenissues (Rukhmani, Ramesh &amp Jayakrishnan, 2010).


Bothhierarchical and adaptive organizational structures are efficient inspecific situations. For example, mechanistic management encompassesbusinesses that often use automated technology. For example, ahierarchical organization would be valuable in a car manufacturingcompany since each unit will need to undergo specific modification inorder to match the set standard (Mani, 2010). In case a part of theestablished structure is disturbed, the product would in turn losethe desired standard.

Onthe contrary, organic organization is suitable in institutions thatoperate in highly competitive and innovative industry. As such, theadministrators need to allow the staff to interact at various levelsin order to brainstorm ideas (Dess, Lumpkin, Eisner &amp McNamara,2014). Besides, the management can understand suitable measures thatwould suit specific situations. As a result, such businesses needminimal vertical administration since free interaction of the staffis necessary to achieve the business goals (Rukhmani et al., 2010).


Managershave a vital responsibility to determine whether a given businesshierarchical or adaptive management approach. In case the supervisorchooses a wrong management perception, a business cannot attain itsambitions (Hartzell, n.d). For example, a company that follows astrict production line such as car manufacturing does not needconsultation of the staff at given units because the produced unitmust meet the set quality standard (Abadi, Jalilvand, Sharif, Salimi&amp Khanzadeh, 2011).

Onthe same note, the expectations of the clients also determine themanagement technique. If a product is based in an industry thatintroduce new products quickly, such as the Smartphone field, organicindustry is recommendable since it encourages the staff to shareideas that lead to innovation (Kamalian, Yaghoubi &amp Moloudi,2010).


Yazdani,B. O., Yaghoubi, N. M., &amp Giri, E. S., (2011 ). Factors affectingthe empowerment of employees. EuropeanJournal of Social Sciences,20 (2), 267-274.

Turkyilmaz,A. Z., Akman, G., Ozkan, C., &amp Pastuszak, Z., (2011 ). Empiricalstudy of public sector employee loyalty and satisfaction. IndustrialManagement and Data Systems,111 (5), 675-696.

Rothaermel,F. T. (2015). Strategicmanagement (2nded).New York, NY : McGraw-Hill Education.

Rukhmani,K., Ramesh, M., &amp Jayakrishnan, J., (2010). Effect of leadershipstyles on organizational effectiveness. EuropeanJournal of Social Sciences,15 (3), 365-369.

Mani,V., (2010). Development of Employee Satisfaction Index Scorecard.European Journalof SocialSciences,15 (1), 129-139.

Dess,G.G., Lumpkin G.T., Eisner, A.B. &amp McNamara, G. (2014) Strategicmanagement: Text and cases (7th ed).New York, NY: McGraw-Hill Education.

Kamalian,A. R., Yaghoubi, N. M., &amp Moloudi, J., (2010). Survey ofrelationship between organizational justice and empowerment (A casestudy). EuropeanJournal of Economics, Finance and AdministrativeSciences,24, 165-171.

Abadi,F. E., Jalilvand, M. R., Sharif, M., Salimi, G. A., &amp Khanzadeh,S. A. (2011 ). A study of influential factors on employees’motivation for participating in the in-service training courses basedon modified expectancy theory. InternationalBusiness and Management,2 (1), 157-169.

Hartzell,S. (n.d). Mechanistic &amp organic organizational businessstructures. Business 101: Principles of management, web. Retrieved onApril 27, 2015 from