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“Organization in the process of identifying the work to be performed, defining and delegating responsibility, authority and establishing relationships for the purpose of enabling people to work more efficiently together in achieving objectives.”
The Inquirer is Philippine based newspaper business founded in the year 1985 in the middle of civic unrest due to the autocrat rule of monarch and the president of the country Ferdinand Marcos. The Inquirer largely opposed Marcos’ policies and his regime and finally brought an end to his rule, which helped the Inquirer in gaining widespread popularity across the country.
The new challenge ahead of Inquirer is the changing technological business environment and the competition it is facing from the world of Internet. So, the company’s top executives are in constant fear, whether there company would be able to survive in the changing business environment or not or whether it adapt to the changing times or not. But, they are sure as long as ‘desktop can’t be taken to a toilet’ there business is safe but, the changing technology like the reducing sizes of desktops and the wireless technology is posing a great threat to the company (Marcus, 2015).
To overcome the threat, the Inquirer started their website in 1997 but, the bulk of their revenue came from the newspaper business and the website was not giving that much profits. To enhance their operations in newspaper business, they started their increasing their efforts so that, good quality news can be made available to the readers as fast as possible but, for their website business they have to be conscious 24*7 as there is no deadline and for that, it is necessary to have a 24 hour cycle which was a tough task for their management, as it would require more editorial staff and more vicious cycle of training them.
Mrs. Letty the editor-in-chief was the main driving force of the newspaper’s fearless brand of journalism and is more often resorted to the traditional newspaper process and is uncertain towards web -based business and often delay decisions taken by the new editors as, nothing could be published without her guidance. Most of the young editors are reluctant, some are furious to bring a change in the newspaper business and the web -based business, but their coordination with the top management is not good so, there is a need to bring a change in the organizational culture and bring innovation in ideas.
Considerations to be ascertained while building an organizational structure:
Job Design: It refers to defining the contents of a job. The manager must specify what activities and related tasks are contained in each type of job. He should explain job description to the employees so that they know importance of their contribution/work in achieving the firm’s goals.
Span of Management: It refers to the no. of individuals that can be effectively managed by a manager. It depends on: capability and intelligence level of a manager, trust of the managers on their employees, intelligence level, and nature of job.
Delegation of Authority: It reflects the manager’s ability as to how proficiently he/she can the work and responsibilities with his employees or followers (Griffin, 2013).
Root causes of symptoms
Failure to adapt to the changing Business Environment: The Inquirer is facing difficulty in adapting to the changing Technological and Economic environment, while calculating the risk factors associated with inclination of readers towards the web- based news.
Traditional way of Doing Business: Mrs. Letty and other members of the top management is more or less inclined towards the traditional way of doing business and is stubborn towards any innovative ideas given by the young editors and is mainly focusing only on the newspaper business only.
Conflicts between the young editors and the old management: There are conflicts arising between the top management and the young editors of the Inquirer, leading to the disputes and various sub-cultures within the organization and often, innovation and experience is not getting together. It leads to conflicts between the departmental heads also. If there is an employee who is receiving orders from two different managers, he/she will get confused on whose order to follow first and will also get a chance to skip the responsibility sighting the reason of fulfilling the orders of other boss (Kramer & Staw, 2003).
No interpersonal relationships and misuse of powers: Poor organizational behavior divides an organization into two groups: management- one issuing orders and followers- one following orders. Poor interpersonal relationships focus only on work and ignore social needs of the employees. In the case of Inquirer, Mrs. Letty being the sincere most editors wants things to go according to her and is often suppressing the young editors to fulfill her orders leading to poor organizational behavior and also poor individual behavior. There is a fixed role assigned to every editor and any deviation from pre-decided work is not allowed, which leads to boredom and kills initiative among editors and any new and creative talent gets unrecognized (Pinder, 2014).
Rigidity in doing work: Poor organization behavior leads to rigidity within an organization and often leads to time consuming and delay in decision- making as, doing same work repeatedly leads to boredom and often new ways and methods of doing work gets ignored and leads to inflexibility. The old management has developed narrow thinking and don’t appreciate any the work done by any other individual and when goal for striking a balance between both the businesses is not achieved, it becomes difficult to make any one accountable (Hammer, 2008).
Organizational Culture and Sub-Culture within Inquirer: The organizational Culture and Sub-Culture within the Inquirer is Normative in nature i.e. there is no space or any room for innovation and no young editors dares to deviate from the policies set by the top management, which is killing innovative ideas and developing narrow thinking leading to failure to adapt to the changing business environment. The employees are developing various sub-cultures leading to delay in decision -making and failure to provide quality in the news content (Alvesson, 2012).
Reason to Resistance in change within Inquirer: The reason for resistance to change is because the editor-in-chief Mrs. Letty and other top editors of the Inquirer are more resorted to the traditional method of doing work, which often leads to delay in publishing news. They often overrule much of the editorial decisions made by junior editorial staff, which causes immense delay in the process as nothing can be published mainly for the front page without their scrutiny and it causes delay in the production process leading to delay in delivery to the final consumers (Cummings & Worley, 2014).
Level of Centralization: The level of Centralization at Inquirer is complete centralization i.e. most of the decisions are taken by the top editors of the company. The degree of Centralization is dependent upon the amount of authority granted by the top editors to junior editors although, the final decision is taken by the chief editor which mostly has led to delay in the production process, from collection of news to delay in delivery to final customers. Also, there is a delay in web -based business as it requires continuous update which requires approval by the top management but, due to centralization there is often delivery of poor content (Mok, 2013).
Departmentalization: The Departmentalization approach at Inquirer is cumbersome as, with expansion of business activities there is increase in necessity for various departments but ,due to the traditional approach towards doing work, there is need to have proper execution of Departmentalization approach (DuBrin, 2011).
Team Development Stage: At present, the Inquirer is at Storming Stage and there is a long -way to Performing stage due to the potential it has to grow against the boundaries and regain its position in the market of journalism. It was started to bring change in the old regime now, it is facing competition from the changing business environment and in order to cope with the environment, it is necessary to change the working styles from traditional to modern and there is need to reduce conflicts within the company in order to expand their businesses (Zoogah, Noe, & Shenkar, 2015).
Letty’s Leadership Style: Letty’s Leadership Style is Autocratic in nature leading to delay in the decision -making process although, she is trying to bring change in the company but, her traditional approach towards doing work is causing delay in decision- making and delay in processing of their newspaper business and her lack of discipline on the part of coming late to office and rejecting most of the articles as prepared by the young editors is causing hindrances to the innovation in the working style (Daft, 2007).
Mars Model of individual behavior and impact on organization: It seeks to explain voluntary behavior of an Individual through the influence of four different factors namely Motivation, Abilities, Role Perception and Situational Factors.
Motivation: It is stimulation of a person’s behavior towards organizational goals. There was a lack of motivation among by the top management of Inquirer towards the junior editorial staff, which has led to the decline of its newspaper based business and at the end it has become difficult for the senior editorial staff to compete with the changing business environment and meet the changing demands of the customers.
Ability: It includes the natural aptitudes, competencies, and skills, which is necessary while performing the job. Mrs. Letty was a qualified editor and was the chief but she couldn’t cope up with the changing business environment and could not honor the ability and competency of the junior editorial staff.
Role Perception: It includes the junior editorial staff’s understanding of the behavior, duties and responsibilities needed to perform the job well. The staff was stormy and innovative in nature but their ideas were not given importance by the senior staff.
Situational Factors: Sandy the CEO of Inquirer, has a challenge ahead to compete with the indifferent organizational culture created within the organization and has to direct these behaviors in order to make Inquirer ready to face the future challenges and has to change the direction and remove the suspicious editors from the organization (Stein, 2004).
With respect to Inquirer’s Officer, it can be said that there were careful with respect to the changing demands of the customers and more inclination towards Internet based news, at first, they were carefree with respect to the changing environment but, with changes they have become more conscience.
Ferinand Marcos had the hostile nature and neuroticism that led to the widespread public outrage against authoritarian and dictatorial rule against the Philippine Presidancy and Inquirer’s Powerful opposition against the autocrat and his henchmen led to end of his hotile rule.
Mrs. Letty was having the most inflexible nature of all as, she was often late to the office and was not open to the junior editorial staff and often rejected their recommendations, which has killed initiativeness and innovation in the organization.
For controlling the organizational behavior it is necessary to control behavior of different individuals and departments which can only be achieved by establishing specific communication channels and various departmental meetings and regular management memos. There is a great challenge ahead of Sandy, the Inquirer’s CEO as she has to control the organizational behavior differences caused by the differences in Individual Behavior and Group Behavior in order to make the company ready for the future and also, change the organizational culture from being normative to collaborative (Phair & King, 1998).
Alvesson, M. (2012). Understanding Organizational Culture. SAGE.
Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
Daft, R. (2007). The Leadership Experience. Cengage Learning.
DuBrin, A. J. (2011). Essentials of Management. Cengage Learning.
Griffin, R. W. (2013). Fundamentals of Management. Cengage Learning.
Hammer, M. (2008). Threat-Rigidity Hypothesis: An analysis of six scientific papers. GRIN Verlag.
Kramer, R. M., & Staw, B. (2003). Research in Organizational Behavior (Vol. 25). Elsevier.
Marcus, A. A. (2015). The Future of Technology Management and the Business Environment: Lessons on Innovation, Disruption, and Strategy Execution. FT Press.
Mok, K.-H. (2013). Centralization and Decentralization: Educational Reforms and Changing Governance in Chinese Societies. Springer Science & Business Media.
Phair, J. T., & King, R. (1998). Organizational Charts and Job Descriptions for the Advancement Office. CASE Books.
Pinder, C. C. (2014). Work Motivation in Organizational Behavior, Second Edition. Psychology Press.
Stein, E. H. (2004). Organizational culture and Leadership. Jossey-Bass.
Zoogah, D. B., Noe, R. A., & Shenkar, O. (2015). Shared mental model, team communication and collective self-efficacy: an investigation of strategic alliance team effectiveness. International Journal of Strategic Business Alliances, 4(4), 320-383.
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