Show:
Power Bases
Organisational Structure
Organisational Culture
QANTAS
BHP Billiton
100
Are power bases concurrent with any company that employs a particular organisational structure?
Yes
100
What type of organisational structure does BHP utilise?
Mechanistic organisation.
100
Is a weak or strong organisational culture preferrable within a company?
Strong.
100
What does the acronym QANTAS stand for?
Queensland And Northern Territory Aerial Services.
100
What two parties are involved in the dispute discussed in the article?
BHP Billiton management and workers' unions.
200
What is the meaning of Power?
Power refers to an individual's capacity to influence decisions.
200
What are the two main organisational forms?
Mechanistic and organic.
200
Define Culture.
Culture is a perception, descriptive and it is shared aspect for all individuals within the organization.
200
In what year did the most recent QANTAS employee strikes occur?
2011.
200
How do you think BHP Billiton should go about solving the disputes in their work environment? How can they restructure their organisation to make it more effective?
Although it is important for organisations as large as BHP to maintain a mechanistic, formalised structure in order for the smooth operations of the firm, it’s also vital to incorporate a more decentralised approach to communicating with employees and involving them in the decision making process. BHP may be able to also hold regular meetings with supervisors and managers to discuss any issues before they escalate into something bigger. By doing this, they are able to rectify any conflicts that arise in the workforce, have a more effective means of communication which will tie in with a more positive and comfortable atmosphere in the workplace. By increasing the manager’s span of control and decreasing the chain of command could also be a method for BHP to implement into their structures as it may allow for greater autonomy for employees which may allow them to feel more in control of their work life and make decisions accordingly. BHP could also have a more effective dispute structure/procedure in order to reduce employees and workers going on strike and taking time out of the production process.
300
Name one type of power base involved in the conflict between BHP Billiton and its workers' unions.
Expert power, Legitimate power or Coercive Power.
300
Name two of the four traditional organisational structures.
1. Simple structure 2. Functional structure 3. Divisional structure 4. Matrix structure
300
"BHP strives to foster a _______ that values and rewards exemplary ethical standards, personal and corporate integrity and respect for others." Fill in the missing word.
Culture
300
What were the three lasting effects that the 2011 strikes had on QANTAS?
Reputable reputation, international image and profits.
300
What three impacts - named in the presentation - can the industrial action resulting in strikes have on BHP Billiton?
1. Negative public image 2. Decreased share prices 3. Decreased production
400
Do you think the power strategies employed by BHP - expert, legitimate and coercive - are the best approaches to managing a company of such large proportions? Could the reward power base be utilised?
• A reward system could be put into place to demonstrate that the company acknowledges employees that have gone beyond their job role to support the company, this could in turn improve the rapport between workers and management. • Legitimate power is somewhat essential for a company of such a large scale as it ensure the organisational components of the company remain in line throughout each different operation. However it should not be abused to the extent where those at the bottom of the hierarchy are given no authority at all. • Expert power ensures that the areas of the operation that require particular skills are sufficiently managed, hence it is essentially, particularly in a mining company. • Coercive power tends to create a distinction between those at the top of the hierarchy and those below them which can create a toxic culture within the company. Workers at BHP claim to be faced with this sort of power base hence the development of industrial action.
400
Due to the size of BHP Billiton, culture and organisational structures are paramount to their success. What are some ways they can adhere to the ‘we say what we do’ mentality put forward by retired chief executive Marius Kloppers?
In order to create a more positive atmosphere in the workforce after the recent strikes and events, it’s important for BHP to implement programs to foster greater relationships between the top line managers and other employees and workers, for instance a weekend camp for managers to have a more personal relationship with each other to create a more comfortable environment. Therefore by creating a more dynamic relationship, managers may find it easier to discuss certain issues with each other and find a middle ground. BHP could also possibly put forward mentoring programs for new employees so they are able to be immersed into the new working environment. They could also potentially have regular meetings on issue surrounding each mine, and by doing that managers and supervisors are staying on top of all the issues that may be detrimental to their work culture. BHP could also implement a suggestions box/make it easier for employees to communicate with managers rather than going through the different hierarchies, that way the communication is more direct and there are less inefficiencies.
400
List three of the seven dimensions of organisational culture.
1. Attention to detail 2. Outcome orientation 3. People orientation 4. Team orientation 5. Aggressiveness 6. Stability 7. Innovation and risk taking
400
How long did the national strike of ground members span?
4 hours.
400
Name the two NSW BHP Billiton operations discussed in the case.
Port Kembla and West Cliff.