- Title
- Inverting the organisational structure from traditional to employee first: a case study analysis
- Creator
- Turk, Jessica Maree
- Relation
- Newcastle Business School Student Journal Vol. 1, Issue 1, p. 58-61
- Publisher
- University of Newcastle
- Resource Type
- journal article
- Date
- 2017
- Description
- This paper evaluates a case study to demonstrate the impact that personality constructs and sociological phenomena have on business performance, focusing in particular on the sub-issues of chain communication networks, resistance of senior management to change, and illusions of unanimity preventing senior managers from voicing their concerns to their peers. The paper aims to analyse these sub-issues through the application of the Five Factor Model (FFM) of personality, Hofstede’s cultural dimension of Power Distance, and the sociological theories of Groupthink, Chain Network Communication Model and the Abilene Paradox. This report provides several recommendations designed to prevent the occurrence of these issues in the future. Such recommendations include a leadership workshop designed to develop change management skills, the implementation of inviting frontline employees to senior management team meetings to promote opportunities for open and fluid communication in the workplace, and designating a devil’s advocate role in each Senior Management Team meeting.
- Subject
- organisational structure; power distance; groupthink; change management; Chain network communication; Abilene Paradox; Newcastle Business School Student Journal
- Identifier
- http://hdl.handle.net/1959.13/1467353
- Identifier
- uon:47813
- Identifier
- ISSN:2207-3868
- Rights
- © 2017 The Author. This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/4.0/.
- Language
- eng
- Full Text
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