This paper outlines that Shucet is determined to address VDOT’s various dilemma to steer the organization into a productive team reversing the low public opinion generated by the past administration. In this regard, the case would be addressed by responding to the following concerns: Identify three management theories that you think would be applicable in managing VDOT and the impact this change might have on organizational behavior within VDOT. Justify your choices with examples.
From this paper it is clear that Shucet confirmed problems in accountabilities from the organizational chart of VDOT. The chart identified two deputy commissioners, under his helm, heading the whole department: one for project management and the other for administration and finance. With an organization of more than 10,000 employees, the organizational chart must be designed to identify responsibilities and accountabilities in order to measure accomplishments of tasks. For VDOT, delegating the major responsibilities and accountabilities to only two deputy commissioners would definitely create chaos and inefficiency in undertaking the required job.
The classical or scientific theory is applicable in this case as it avers that “the oldest theory of management has a focus on efficiency and production. Evolved into classical organizational theory with the principals of chain of command, unity of command, span of control, specialization, and the use of a scalar chain or vertical levels of authority. The organizational design is bureaucracy. Accordingly, this type of structure facilitates large scale administration by coordinating the work of many personnel.”