Hua345-Critical Thinking

Hua345-Critical Thinking

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Hua345-Critical Thinking

Part I

            Over the years, different people have identified various ways of doing business. Such approaches are based on the supply chain and the business objectives. While this is the case, multiple theories related to the management of a company are misinterpreted or are completely incorrect, thus causing numerous problems for the business. Among the most significant misconceptions are associated with the organizational structure and team management approaches. Some managers believe that teams can manage themselves and that a flat organizational structure is most efficient (Bolman & Deal, 2017). Specific groups consist of top-level managers and executives, and the perspective is that they do not require a team leader because the individual members are accountable. Some stakeholders may also believe that eliminating layers of management fosters increased performance. However, these aspects related to the administration of a team and the importance of organizational structures are inconsistent and require immediate attention.

            Such misconceptions can be considered as common errors in reasoning that often undermine the logic of manager’s arguments. While some of these fallacies may be based on illegitimate positions, others may be irrelevant arguments because of the lack of evidence in their support. An applicable logical fallacy in the argument is Ad hominem. This is an attack on a person’s character as opposed to an analysis using the validity of logic. A lack of team leaders among senior managers and organizational hierarchy is based on the perception that the members do not like each other, and none of them is fit to become the person in charge (Bolman & Deal, 2017). Arguments from authority are a logical fallacy that may influence the pursuit of leadership and organizational structure. In this case, arguments progress based on the people who are advancing them such as supply chain leaders. A logical fallacy that may explain such an argument is that of ignorance. Some company members or employees believe that something that has not been proven false is likely to be true. Therefore, the lack of a leader and an organizational structure is likely to lead to the realization of success. The fallacy of exclusion may explain the position that leaders are likely to behave based on their position. The case also applies to large organizations that lack an organizational structure.

Part II

            The argument made in Part I identifies that some assumptions made in the Business Administration – Management field revolve around team management and organizational structure. The assertion made by some individuals arguing for the implementation of flat organization or the removal of management structures to increase productivity is unsound. This argument is misinterpreted and incorrect considering that some self-managed groups can identify a leader who will set the context and guide the team towards success. It is also impossible to achieve consistency and positive outcomes without the lack of bureaucracy. The problem is usually evident in large organizations where the vision and mission of the business are not clear. The logical fallacies used to support the assumption include Ad hominem, arguments from authority, ignorance, and exclusion (Floridi, 2009). Such errors in reasoning have undermined the ability of a person to identify that managers and an organizational structure are essential components of any business. The logical fallacies are pertinent in this case considering the different attitudes and values that people possess.

            An organizational structure is essential to the success of a business as it ensures that its activities are planned, scheduled, and complete based on the goals that are identified. While organizations may be structured in different ways, their approach is likely to yield positive or negative outcomes (Kerzner, 2017). One of the purposes of an organizational structure is to identify a background on which standard operating procedures and routines rest. Removing the management layer might impair several organizational goals. For instance, different organizations have varied scopes and quantity of work to be accomplished. Therefore, they need to identify systematic processes and steps that will assist in coordinating activities geared towards success. The lack of an organizational structure is likely to cripple the business as delegation and context will not be achieved. In addition, established standards and rules are likely to be violated and lead to conflict among employees. It is evident that such an assumption becomes problematic in a workplace environment and needs to be addressed.

            Flat organizations are likely to experience inconsistent and uninformed decision-making processes that will affect the overall organizational performance. While the perception is that eliminating an organizational structure is expected to eradicate bureaucracy within a firm, it is possible that decisions made by the relevant authorities will be incoherent and inapplicable to sustain the corporate objectives. An organizational structure engages employees and managers that are skilled and possess the appropriate knowledge to support the vision of an organization (Kerzner, 2017). An objective of any organizational structure is to determine the people and employees who should participate in the decision-making process and their input regarding various activities. A flat structure impairs the ability of the organization to make informed and quality decisions that will positively affect the business (Floridi, 2009). In this case, the organization is likely to experience cost and time-related constraints that reflect its incompetence. Flat organizations that lack informed decisions and processes are likely to encounter challenges as they attempt to optimize the ratio of input and output.

            Teams that lack a leader are likely to experience numerous challenges when dealing with accountability and communication. The assumption that teams are capable of managing themselves may lead to operational issues and accountability challenges that may strain the resources of the organization. Leaders play an essential role in ensuring that the members know their roles and positions within the team and work towards positive outcomes (Kerzner, 2017). The tactics used are based on the perception that leaders in corporate or managerial positions have power-related issues and are likely to experience challenges working as subordinates. Dominating leaders in the supply chain are likely to spearhead the pursuit of flat organizations that will eliminate bureaucracy.

            The assumptions made regarding team management and flat organizations may be avoided in several ways. To deal with the Ad hominem fallacy, the person would have separated their character and attitude towards others from available evidence or logic regarding the effectiveness of teams and the organizational structure. Developing a positive attitude would have strengthened their claim. Mistakes based on arguments arising from authority may be dealt with through questioning the rationale underlying the lack of a leader and a flat organizational structure. Arguments based on ignorance may be approached through carrying out credible and sufficient research regarding the feasibility and efficiency of teams without a leader or organizations without a structure. Assumptions stemming from exclusion should be approached through separating a group of people and considering it as a separate unit. It may be strengthened by understanding that organizations operate in different environments and what works in a single setting is likely not to work in another.

References

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Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. Hoboken, NJ: John Wiley & Sons, Incorporated.

Floridi, L. (2009). Logical fallacies as informational shortcuts. Synthese, 167(2), 317-325.

Kerzner, H. R. (2017). Project management: A systems approach to planning, scheduling, and controlling. Hoboken, NJ: John Wiley & Sons.

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