Acme and Omega Case Study - Assignment#2 The Paradoxical Twins Acme and Omega Electronics Ques What are key differences in the organizing logic of Acme

Acme and Omega Case Study - Assignment#2 The Paradoxical...

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Assignment #2 The Paradoxical Twins: Acme and Omega Electronics Ques. What are key differences in the organizing logic of Acme and Omega? Ans. Key differences in the organizing logic of Acme and Omega are as follows: a) Mechanistic organization vs Organic organization Acme is a mechanistic organization focusing on efficiency and profits. Acme has clear vertical structures. It has a highly specialized, formalized, standardized and centralized structure. Specialization can be seen through narrow job descriptions with clear responsibilities, while high formalization can be seen through the well-defined organizational charts and “tight ship” management style. Omega is an organic organization structure focusing on cooperation, collaboration, and integration. Omega focused on effectiveness, especially in the internal process, which combined with management’s team-based emphasis on making everyone feel as if they are part of the team and taking the time to listen to suggestions. No organization charts or written memos indicate low formalization and a decentralized decision-making process, with no defined authority. Omega is more of a horizontal structure with wide span of management, as compared to Acme which is more of a vertical structure with narrow span of management. b) Autocratic vs Democratic leadership John Tyler, CEO of Acme, is shown to be an autocratic leader. He is the lead decision maker and decides on all the critical aspects of the organization without taking in any suggestions. A top down, formalized approach is followed in Acme in terms of communication, where John Tyler communicates using written memos to communicate decisions to his employees. Jim Rawls, CEO of Omega, is shown to be a democratic leader. He doesn’t make decisions alone and aims to take a consensus from everyone before making decisions. He believes in mutual adjustment and use informal way of communication rather than using standardization and written rules.
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