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Question: Discuss About The Management And Organization In Global Environment? Answer: Introducation The idea of Taylorism is that the productivity of an organisation would increase if the employees of the organisation are assigned with the particular tasks that best suited their capability and strengths. In addition to this, Taylorism also argues that if unnecessary physical movements of the workers are reduced to certain extent it would become more productive for the particular organisation (Sinha and Gabriel 2016). The idea is to reduce the time required for the overall carrying out different activities and to assign more tasks to the workers that would increase the productivity of the organisation. The idea of this theory is that the employees will be assigned with such tasks that are aligned in a single line. Application of the theory The idea of Taylorism can be aligned with the recent business and production techniques. The best suited example of the theory can be applied to the manufacturing of the automobiles. In fact, it has been found that Toyota has adopted the idea of Taylorism in order to increase the productivity of the organisation (Maguire and Davies 2016). Since, the complete business process is based on the manufacturing of the cars and other vehicles, it is important that the workers should be aligned in a way that would help to increase the overall productivity. Each and every worker should be assigned with their individual works that they do not find any confusion and would be completely aware of their respective jobs and duties. This would definitely help to carry out the business operation in a systematic and clear way that would add to the better productivity as a whole (Urick et al. 2017). The idea of Taylorism can also be applied to the way the business activity is carried on at McDonalds. Every store of the fast food giant is designed in the most unique way where ranging from the making of the food to serving the same to the customers are carried on in the same place. However, it has been clearly evident that each and every employee of McDonalds is assigned with their respective works that does not let them to involve in other different activities (Jackson and McManus 2016). This has created a better opportunity in the organisation as the work is divided among the people and so they do not have to involve in others matter. There is no doubt that the productivity of the overall work increases and the organisation is benefitted. However, in the recent time, the role of Taylorism at times needs certain changes because motivation among the employees has become an important criterion (Urick et al. 2017). An organisation has to adopt certain measures that would motivate th e employees to carry on their activities and that can only add to the increased productivity of the organisation (Maguire and Davies 2016). In fact, the idea of the business concepts of Google is largely depended on the fact that the employees should be motivated in their work that would only increase their productivity. This motivation can be in terms of financial rewards as well. BCGs Yves Morieux view on Organisation Design Key ideas The key idea of the BCGs Yves Morieux is that the real battle that an organisation has to play in order to fight against the increasing competition in the business is the hierarchical and the bureaucratic model of the organisational structure. When an organisation follows a strict organisational design or structure, it reduces the opportunity of involving the ideas of the employees in the major business concepts and ideas (Chelladurai et al. 2017). Keeping the perspective into consideration, it has been found that Zappos has just taken an important step and abolished the hierarchical concept of boss and a leader in an organisation. The idea is that the employees should involve in the major activities of the organisation and help in coming up with better innovative ideas that would add to the prosperity of the organisation (Foss et al. 2013). Application of the theory The traditional form of structuring the organisational level has been a topic of debate since a long time. There has been many speculations on the fact that this traditional form of organisational design eventually do not add to the benefit of the organisation but it creates hindrance in coming up with new and innovative ideas that could be easily shared by the other employees of the organisation apart from those who are at the higher position of the management (Saunila et al. 2014). In the recent time, the intensity of competition has increased with the importance of application of innovative ideas and thoughts into the business activity. This has automatically necessitates the fact that any person in an organisation can come up with any kind of innovative ideas that would be best suited for the particular organisation. Zappos is one such organisation that has clearly understood the importance of removing the traditional form of organisational structure, the idea of a boss or a leader actually creates hindrance in the overall business idea because it blocks the other employees from coming up with innovative approaches. Similar cases have been evident in the organisations like Google where the employees are given the freedom and opportunity to work according their respective desire and suitability (So?tysik-Piorunkiewicz et al. 2017). This has definitely leaded to welcome new ideas into the business that enhanced the business operation of the organisation. It is when there remains a hierarchical or a strong structure in the organisation to follows, it does not reduce the problems and confusions but actually it increases the complexities of the business activities. It becomes more complex for the employees to share their ideas with the management that hinders the overall productivity (Saunila et al. 2 014). In order to avoid this disappointment and to create better opportunity in the business, it is important to remove the barriers in terms of organisation structure and create a unique environment where no one is the boss and each employee has equal share in contributing towards the organisational growth (Chelladurai et al. 2017). References: Chelladurai, P., Radzi, W.M. and Daud, M.A.K.M., 2017. Organisational structure and theory of non-profit sport organisations.Understanding Sport Management: International Perspectives, p.27. Foss, L., Woll, K. and Moilanen, M., 2013. Creativity and implementations of new ideas: do organisational structure, work environment and gender matter?.International Journal of Gender and Entrepreneurship,5(3), pp.298-322. Jackson, I. and McManus, J., 2016. The Importance of Collaboration and Competition Within and Outside the OECD.International Journal of Business and Management,11(9), p.13. Maguire, K. and Davies, A., 2016. Competitive regional clusters: national policy approaches. Saunila, M., Mkimattila, M. and Salminen, J., 2014. Matrix structure for supporting organisational innovation capability.International Journal of Business Innovation and Research,8(1), pp.20-35. Sinha, S. and Gabriel, Y., 2016. 5 Call Centre Work: Taylorism with a Facelift.Re-Tayloring Management: Scientific Management a Century On, p.87. So?tysik-Piorunkiewicz, A.N.N.A. and Krysiak, M.O.N.I.K.A., 2017. Development trends of semantic web information technology: the case study of organisational structure ontology.Information Systems in Management,6. Urick, M.J., Adams, D.E. and Smith, T., 2017. Taylorism and Operational Excellence Improving on the One Best Way.Journal of Leadership and Management,1(9-10).