Management Case Study 2 Management Case Study Paper

Management Case Study 2
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Management Case Study 2
Case Study Summary
The case study is about two ardent critics of a type of organizational structure referred to as a hierarchical pyramid model (Griffin, 2017). Jim Lavoic and Joe Marino indicate that the pyramid organizational structure has played a key role in curtailing innovation in organizations. They lament that although innovation is a great asset for any organization in modern society, the strict hierarchical organizational structure is dangerous in obtaining new ideas from junior employees. A subordinate may have a great innovative idea, which can be looked down upon by their superiors because of the hierarchical position they hold in the organization (Griffin, 2017). Adopting a strict pyramid model only allows the flow of ideas from the top of the pyramid to its bottom and not vice versa. The case study presents an example of how Jim Lavoic and Joe Marino in their new company have abandoned conservative, hierarchical organization structure for a more flexible one. They allowed junior workers to present their innovative ideas every time they had them. To make their idea even more effective, they introduced the concept of gamification, whereby anyone coming up with an innovative idea would be rewarded massively after the ultimate success of such an idea (Griffin, 2017).
Question One
Both scalar and unity of command principles require that command to flow from the top to the bottom of hierarchical order. These principles promote a strict chain of command that would lead to bureaucracy, which slows down activities such as communication, decision-making, and action. It also leads to intimidation and tense relationship between senior and junior staff as indicated in the case study where an individual would feel nervous while standing before a panel of CEOs to present their innovative ideas (Griffin, 2017). If a person raises an issue of “the buck does not stop here,” Jim and Joe would respond to such a person that either way, whether the leadership takes responsibility of particular decisions or not, both management and employee will participate in rectifying the problem (Griffin, 2017).
Question Two
By saying that, acknowledging an employee makes their roots grow deeper in an organization, Jim and Joe simply mean that workers who feel appreciated and valued by their s...