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Team assignment week 6 Final revision

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Managerial Communications (MGMT550)

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DeVry University

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Team assignment updated week 6

Class: MGMT 591 By Sekou Noriega: Team leader Thomas Navarro Mari Melendez Sandra Monse Hakeem Mumuni

Using your research, apply applicable concepts from Chapter 15 and report on the organizational structure of the Leader's organization.

Tesla Organizational structure is well-defined as mechanistic model. A structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization (Robbins 449). Elon Musk organization structure Tesla’s structure involve the frameworks of relationships between company’s mechanisms. Decentralized and centralized structure constructs an organization. Decentralized structure consists of decision making power in various branches of an organization. Centralized structure approves top management power and précised control for various department within a company. Tesla is associated with centralized culture. Tesla organization concentrates on goals and strategies to prosper.

Most current strategy frameworks focus on three strategy dimensions, innovation, cost minimization, and imitation and the structural design that works best with each (Robbins 449). Technology plays an important role in innovated products. Innovation boost production for new products and enhance services. Tesla obtains a tight control on cost minimization to prevent disproportionate expenses. Imitation strategy prompts desire to interchange products in new market for profit increase. Tesla apply mechanistic model to daily work activities and detailing expectations and control for each assigned division. Components of mechanistic model include tasks that are broken down by specialized parts. Tesla’s job responsibilities are severely distinct and there is a firm order of guidelines and control.

Employees are specialized in their areas of work and involve low differentiation of task. Knowledge and control of responsibilities are centralized on top of management. Tesla incorporates a system that defines patterns and relations among employees. Elon Musk highly

the firm is known. To sustain the cultural aspect of doing the impossible, Meyer (2017) notes that Tesla employees are trained to challenge the conventional limits of production and innovation in the automobile industry.

People oriented – Tesla organizational culture is quite interesting in the way it encourages the

workers to think. Employees are encouraged to think like owners, and this characteristic of the organizational culture has been effective in maintain a mindset that is supportive of the firm’s growth. To achieve this, the company environment encourages workers to think like they own the business. This approach not only makes employees feel highly valued but also motivated to

take responsibility and accountability in their duties (Meyer, 2017).

Team orientation – Tesla’s organizational culture unifies employees into functional unit. This cultural aspect minimizes conflict among the workers, and helps in developing synergy among

the workforce. This way, employees’ talents and skills are maximized upon to enhance the firm’s competitiveness in the automobile industry (Meyer, 2017).

Attention to detail – Musk is an aggressive leader who wants his team to find the underlying

cause of the problem before attempting to create a solution. Accordingly, he encourages his team to reason from the first principle. New employees are equally oriented through training programs to familiarize them with this crucial feature of the organizational culture (Meyer, 2017).

Picture of Tesla’s OCI report

Tesla’s OCI report would score highest on Constructive Norms (cultural styles that promote satisfaction behaviors). This is because the company has an achievement culture that

that is expressed in its tendency to recognize and reward members behind inventions. Similarly, the firm’s culture is characterized as self-actualizing as it values creativity and value (Huhtala, M., Tolvanen, A., Mauno, S., & Feldt, 2015).

Nevertheless, Tesla’s organizational culture would not score so high in Passive/Defensive Norms. This is because to succeed in the highly competitive automobile industry, one must think outside the box by breaking the generic and bureaucratic ways of doing things. This is the only way Tesla manages to do the impossible. In fact, Musk himself scores least in avoidance since he would take risks where no one imagines him to succeed (Alvesson, M., & Sveningsson, 2015).

Another area where the company would garner high scores is on Aggressive/defensive norms. The firm’s leader, Musk, is quite oppositional, as he is known to be both hard to impress but also keen on identifying flaws. In addition, the firm is quite competitive. In fact, the nature of the industry in which the company operates demands competitiveness as well as a perfectionistic culture (Alvesson, M., & Sveningsson, 2015). The production of advanced automobiles, which are equally ecofriendly, requires a firm to be constantly on top of everything and produce the best always. Tesla is particularly keen on perfecting its operations (Alvesson, M., & Sveningsson, 2015).

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