Organizational Change

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The rational model was probably first recognized by Fredrick Taylor in the start of the twentieth century. The idea behind the model was to have repetitive motions, completed by employees to produce products in an efficient manner. Assembly lines are a prime example of the rational model. Although there are several other examples behind the rational model, it is important to understand that in today’s business world, the model has evolved and is used in organizations to determine employees output. In the organizations today we measure employees and rate the employee’s performance based on metrics or departmental goals. It may be the goal of the company to sell several overall products in a timely manner and in volume, but it is the employee’s job or objective to produce and or speak with customers in a certain time period while taking care of their needs. Let’s say we measure performance just as an assembly line. It would be the employee’s job to assemble the product, which is the customer and the company product within minutes. Each call is handled by a representative and it is their responsibility to provide customer service, fit the customer to the correct product and maintain these actions within a certain timeframe. Each employee may be assigned several metrics, and they all apply to each employee and can be theirs to own. What this means is that everyone’s performance is based on the same metric. Depending on how you perform may determine your reward or yearly raise. This can be an advantage in the company because it puts employees that are on the frontline on an even playing field when yearly raises are determined. It helps drive numbers within the department and can be competitive to be in the top percentage of receiving a higher raise than others that only do a mediocre job, and a better raise than those who fail to perform to standards. Having the same metrics also shows employees what the company expects from each employee without...
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