Any change in an organization means there is disruption in the workflow process, communication flow and resistance and shifts in the moral. Bolman & Deal defined said that " change disrupts existing roles and working relationships, producing confusion and uncertainty. Structural patterns need to be revised and realigned to support the new directioncauses loss of meaning for people on the receiving end of change." (2003, p. 339)
In a family owned and managed manufacturing organization such as the one in the case, we find that the culture and the organizational structure dictates how and when change will be acknowledged and accepted by all. Therefore the organizational structure is defined as a hybrid
-- simple and divisionalized form, in which power and direction of leadership come from the bottom up and it is based on major divisions of labor between members/staff on the line. In this organization management observes at a distance and allows the staff to produce, interact and communicate among themselves. There are specific expectation and roles as well as policies and procedures among the staff and they govern as well as dictate the level(s) of success the organization achieves. According to Bolman & Deal (2003) in organizations "Structure provides clarity, predictability, and security. Formal roles prescribe duties and outline how work is to be performed. Policies and standard operating procedures synchronize diverse efforts into well-coordinated programs." (p.324) The firm is more dependent on the knowledge and skill sets of its workers (staff) than on their ability to managed and direct the organization, therefore to have consistent and successful textile products to market, they are lax in organizational structure. The culture also based on interactions, communication and relationships between intra and interdepartmental workgroups, because they determine how information flows into, between and outside of departments throughout the organization.
The scales provide barometric measurement of acceptance, resistance and other readings to changes in the organizational environment, which further influences code(s) of behavior and conduct in the organizational culture and sub-culture. This hybrid organizational structure means that the workgroups has power over production, interpersonal relationship(s) and training and rely on fixed roles to control the organization's workflow process (es) and output as well as the technical and human resources.
The interaction, reporting and other forms of communication among the members of the workgroup dictates the amount of sharing in knowledge and skills; therefore they also drive the flow of the organization's production and require management to give them greater control in all areas. This organizational structure has limited action in strategic planning, forecasting, financial planning and management, as well as industry savvy to understand market changes and other implications. Selective decentralize organizational structure aptly describes this organization, because of the obvious control and power the staff has over the