Would you like to work for a company with a structure

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15.3Would you like to work for a company with a structure like Sony?Why or why not?IM ch. 15: Organizational Structure13
Students answers to this question will likely vary with most studentsbeing negative. They will almost always end up choosing an“organic” structure because it sounds better on the surface andseems more open. However, it is worthwhile noting that most ofthem will end up in bureaucratic structures of some kind. Thesebureaucratic structures will allow them to specialize more in whatthey are interested in and provide them a clearer career path withinthe organization.BUSINESSWEEK CASE: WHEN THE LAID-OFF ARE BETTER OFFby Michelle Conlin, BusinessWeek, December 2, 2009, p. 65.b4153065919516.htmAs the Great Recession continues to devour jobs at an alarming rate, talesare legion about the millions of unemployed struggling to right their livesand recover their self-esteem. But what happens to those left behind?Would it surprise you to learn that survivors can suffer just as much, if notmore, than colleagues who get laid off? It certainly surprised a team ofacademic researchers who embedded themselves at Boeing from 1996 to2006, a tumultuous decade during which the company laid off tens ofthousands. The results of the study will appear next year in a YaleUniversity Press book called Turbulence: Boeing and the State ofAmerican Workers and Managers. "How much better off the laid-off werewas stunning and shocking to us," says Sarah Moore, a University ofPuget Sound industrial psychology professor who is one of the book's fourauthors. "So much of the literature talks about how dreadfulunemployment is.""EXECUTIONER'S LAMENT"By early 1996 the researchers were busy interviewing and testing 3,500Boeing employees--from line workers to senior executives. The timing waspropitious. Struggling to adapt to new technology and competition fromEurope's Airbus, Boeing in 1997 merged with McDonnell Douglas. Overthe next six years, Boeing's workforce of 234,850 shrunk 33%, to 157,441.With each round of layoffs, the survivors hustled to reinvent themselves.They re-proved, re-auditioned, and repositioned, only to watch yet anothernew manager--pushing the fad du jour--parade through the door.Employees who had once seen themselves in every plane that flewIM ch. 15: Organizational Structure14

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