Please help me with this, thankyou.

In this assessment, you will write a report providing a critical analysis of the Scandi case study. You will play the role of an organisational consultant working with your fictional client (Scandi) to explore an organisational problem from multiple perspectives. You will analyse the functionalist approach used by your client in the case study and examine the different concerns and views held by various stakeholders by drawing on the theories of both functionalism and interpretivism. From this, you will develop a set of recommendations for your client. (Case include at the end)

1. Introduction (100 words) 2. An analysis and critique of the functionalist approach taken in the case study (1,000 words)

• Identify the views and concerns held by various stakeholders by drawing on the theory of interpretivism.
• Evaluate and critique the process model proposed in the context of the case study.
• Identify specific challenges the organisation might encounter if the process model is to be used.

3. A recommendation for a process model informed by both the interpretivist and functionalist paradigms that your client may use for consultation with all stakeholders (700 words)

Identify the limitations of your recommendations given they only includeconsideration of the two order and regulation paradigms and exclude the tworadical change paradigms.

4. Conclusion (200 words).

ESSENTIAL ELEMENTS:

• You must explicitly draw onboththe Burrell and Morgan [Burrell, G. & Morgan, G. 1979,Sociological paradigms and organisational analysis,Routledge, USA. (Part 1, Chapters 1-3, pp. 1-37).] http://sonify.psych.gatech.edu/~ben/references/burrell_sociological_paradigms_and_organisational_analysis.pd

and the

• Hirschheim and Klein paper [Hirschheim, R. & Klein, R. 1989. Four paradigms of information systems development.Communications of the ACM, 32(10): 1199-1216.] < https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.1.2177&rep=rep1&type=pdf > to help you analyse the case and respond to the assessment brief.
• At least five additional academic resources.

CASE STUDY:

Can success drive failure at Scandi? Scandi is one of the world's most recognised and successful organisations, with success coming from its capacity to revolutionise the world of online shopping. Scandi is recognised as a highly successful organisation and is described as an extraordinary company. Scandi's great success can be seen through the incredible increase in its stock price and market capitalisation. On 26 July 2022, Scandi's market capitalisation passed $20 billion.

Scientific management at Scandi There are several reasons for Scandi's great success: its business strategy, its commitment to consumer service by driving a customer-centric culture and its great technology for storing, sorting and delivering goods. A major component of Scandi's managerial practices is Scandi's obsession with measuring everything to a point; it has been described as having a 'culture metrics'. This measuring refers to measuring both consumers in their purchases and preferences and the workers' productivity. Scandi runs a continual performance improvement algorithm on its staff, ensuring that Scandi's workers are held to standards that the company boasts are unreasonably high. Scandi uses classic scientific management (SM) techniques to achieve efficiency: workers are constantly measured, and those who fail to hit the numbers are ruthlessly eliminated. This 'culture of metrics' recalls a system of SM which relies on dividing the tasks of each worker, timing the worker as to how quickly they are able to perform the task and pushing the workers to work beyond the industry norm. Workers state that Scandi uses the 'carrot' system of rewards, but it heavily relies on the 'stick' - the fear of being fired - to motivate workers. Workers are breaching mandatory safety rules to keep up their rates, creating an unsafe work climate at Scandi's warehouses. Managers at Scandi are clearly more focused on driving productivity than ensuring worker safety. While Scandi's management style is clearly producing high levels of business success, it is being argued that Scandi's 'culture of metrics' is resulting in the abuse of its workers. Workers are not being treated in ways that accord with the humane methods of production.

What creates success creates risk Despite Scandi's success, in recent times, the company has seen increased reports of criticism of its people management practices. More recently, both current and former employees have been highly critical of the 'culture of fear' adopted by Scandi, arguing that it led to abuse and unsafe work practices in the warehouses. Workers talk of having a workplace built around a 'culture of fear' where their performance is timed to the second. High-pressure targets make them feel like they can't go to the toilet and sometimes push them to cut safety corners. Everyone is employed as a casual and is constantly anxious about whether they'll get another shift.

The CEO has adamantly defended Scandi amidst such allegations of mistreatment of employees, arguing that strongly maintaining the company's customer-centric culture, with its hypercompetitive approach and aggressive nature, creates the distinctive strategy that underpins Scandi's success. While Scandi's management would argue that driving the customer-centric culture is essential to success, others would assert that Scandi's lack of employee-centric focus could undermine the success of the world's largest online retailer. To ensure future success, it is critical that Scandi understands the potential risk this perspective highlights. It needs to consider the potential that endorsing the current customer-centric culture that has contributed to Scandi's overwhelming success could result in a lack of employee- centric work practices. While many argue that the focus on the customer experience is critical to Scandi's success, others argue that Scandi's obsession with measuring everything - a 'culture of metrics', as the CEO calls it - is creating corporate risk.

Shifting focus

A number of senior managers have started to recognise the potential problem that the customer-centric obsession is creating at Scandi. They realise that to ensure future success, it is critical that Scandi understands the potential risk this perspective highlights. They have approached the CEO to argue that endorsing the current purely customer-centric culture, with the lack of employee-centric work practices, could result in reduced workplace efficiency and lead to reputational damage. The CEO has agreed to consider potential recommendations to address what he describes as the 'small gap' in the current management practices. To ensure its ongoing success, Scandi's senior managers have identified the need to shift Scandi's focus from being solely customer-centric to incorporating employee-centric practices. They have realised that to enable employees to do their best work, Scandi needs to start prioritising its staff instead of its metrics. This could alleviate the 'culture of fear' and progress into a culture of respect and recognition, which is much more conducive to positive organisational performance. When employees feel like their effort is being seen, they are more likely to be empowered and contribute more to their tasks, resulting in improved work efficiency and reduced reputational risk to the organisation.