Question
Jan Villaroel
Topic: Others Posted 1 year ago
Assume you have been asked to calculate the ratio of staff employees to production employees in two organizations—one in a simple, stable environment and one in a complex, shifting environment.

Assume you have been asked to calculate the ratio of staff employees to production employees in two organizations—one in a simple, stable environment and one in a complex, shifting environment. How would you expect these ratios to differ? Why?


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Koala Tutor
Sep 18, 2023
Koala Ai Support

In the simple, stable environment, we can expect the ratio of staff employees to production employees to be relatively balanced or skewed towards production employees. This is because in a stable environment, the production process is well-defined, streamlined, and predictable. The focus is primarily on efficiently producing goods or delivering services, requiring a high number of production employees relative to staff employees. Staff employees in such an environment may include supervisors, quality control personnel, and minimal support staff required to maintain operations.

On the other hand, in a complex, shifting environment, we would anticipate a higher ratio of staff employees to production employees. This is because a shifting and complex environment brings a greater degree of uncertainty, dynamism, and external factors that need to be managed. In such a context, the organization needs a larger number of staff employees to navigate uncertainties, cope with evolving challenges, and adapt accordingly. Staff employees in this setting may include research and development personnel, strategic planners, project managers, business analysts, and other support functions necessary to respond to dynamic market conditions and changing customer demands.

Overall, the ratio of staff employees to production employees tends to be larger in a complex, shifting environment to effectively address the challenges posed by the external and internal factors influencing the organization's operations.

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