Casa 4
Casa 4.
Valve software are the makers of classic computer games like, Half Life, Portal, Team Fortress, Counter Striker and Left 4 Dead and the online game platform Steam. The company has no managers and still survives.
This report is being written with a purpose of identifying Valve software’s potential problem of ineffectiveness and inefficiently caused by no organisational structure or managerial leadership. The discussion will be how introducing managerial positions within Valve’s organisational structure will strengthen its productivity, coordination, effectiveness and efficiency. This report will argue that Valve software should introduce managerial roles into their structure, whilst continuing to keep a reasonably flat, decentralised structure.
Managers are responsible for and support the work of others. They are people who are within an organisation who actively plan, organise, control and lead a group to enforce work efforts and performance achievements. (Schermerhorn, Jr, Chau, Davidson & Poole, 2010, p.15, 20).
There are many types of managers that will be found in organisations and they are presidents who are top managers, middle managers, project managers, team leaders or supervisors and then the employees. (Schermerhorn, Jr, Chau, Davidson & Poole, 2010, p15, 16). A well thought out organisation structure will help the coordination of the organisation’s processes and maximise productivity, performance efficiency and performance effectiveness. (Schermerhorn, Jr, Chau, Davidson & Poole, 2010, p. 12).
The ‘span of control’ within an organisations structure refers to the amount of people who are controlled by the upper levels of structure. When the span control is ‘narrow’ there are only a few people under the manager’s immediate supervision; a ‘wide’ span of control indicates that the manager supervises many people. (Schermerhorn, Jr, Chau, Davidson & Poole, 2010, p. 269). Flat structures involve minimal levels of management and a
Valve software are the makers of classic computer games like, Half Life, Portal, Team Fortress, Counter Striker and Left 4 Dead and the online game platform Steam. The company has no managers and still survives.
This report is being written with a purpose of identifying Valve software’s potential problem of ineffectiveness and inefficiently caused by no organisational structure or managerial leadership. The discussion will be how introducing managerial positions within Valve’s organisational structure will strengthen its productivity, coordination, effectiveness and efficiency. This report will argue that Valve software should introduce managerial roles into their structure, whilst continuing to keep a reasonably flat, decentralised structure.
Managers are responsible for and support the work of others. They are people who are within an organisation who actively plan, organise, control and lead a group to enforce work efforts and performance achievements. (Schermerhorn, Jr, Chau, Davidson & Poole, 2010, p.15, 20).
There are many types of managers that will be found in organisations and they are presidents who are top managers, middle managers, project managers, team leaders or supervisors and then the employees. (Schermerhorn, Jr, Chau, Davidson & Poole, 2010, p15, 16). A well thought out organisation structure will help the coordination of the organisation’s processes and maximise productivity, performance efficiency and performance effectiveness. (Schermerhorn, Jr, Chau, Davidson & Poole, 2010, p. 12).
The ‘span of control’ within an organisations structure refers to the amount of people who are controlled by the upper levels of structure. When the span control is ‘narrow’ there are only a few people under the manager’s immediate supervision; a ‘wide’ span of control indicates that the manager supervises many people. (Schermerhorn, Jr, Chau, Davidson & Poole, 2010, p. 269). Flat structures involve minimal levels of management and a
References: COs say flat organizational structure better for compliance; (2004). Compliance Reporter, , 1. Retrieved from http://search.proquest.com.libraryproxy.griffith.edu.au/docview/198526439?accountid=14543 Manufacturing management: Improving efficiency through flat organizational structures. (2002, Oct 17). PR Newswire. Retrieved from http://search.proquest.com.libraryproxy.griffith.edu.au/docview/443722320?accountid=14543 Schermerhorn, J.R., Jr, Chau, S.L., Davidson, P., & Poole, D. (2010). Management Foundations and Application. Milton, Qld: John Wiley. Thinking flat. (1993, 10). Inc, 15, 86. Retrieved from http://search.proquest.com.libraryproxy.griffith.edu.au/docview/214532206?accountid=14543 Valve, Handbook for New Employees, cdn.flamehaus.com/Valve_Handbook_LowRes.pdf, (February, 2012). Wade, M. (1973). Leadership and managerial success in tall and flat organizational structures. Personnel Journal (Pre-1986), 52(000004), 321. Retrieved from http://search.proquest.com.libraryproxy.griffith.edu.au/docview/203647410?accountid=14543