Question

Since the integration of two new stores, Fred Fryer's Donuts, Inc. has recognized that there is a need for reengineering the entire organization. The main need is to install new state-of-the-art kitchen equipment in the seven remaining stores, and then dispose of all old equipment to a salvage dealer or else incur a loss. The employees will have to be trained to operate the new computer programmed equipment. Some of the older employees are worried that learning the computerized system may be too difficult. Fred is setting up the main store as a training store. The regular employees from the main store have the responsibility of instructing the classes or overseeing the installation of the new equipment and testing its operation before employees return to their jobs. The organization is also replacing the old employee reporting system. Ordering of materials will now be done by an intranet. Fred has promised that no one will lose his or her job because of the organizational changes. He estimates that when the employees get to the computer programming training, as many as 10 percent of the current employees will resign or retire. He also thinks that opening a new store will absorb the excess employees.

Having the regular employees from the main store train other employees and oversee installation of the new equipment indicates that to some extent the company is ________ through employees acquiring and sharing knowledge.
A) innovative
B) adaptive
C) organic
D) bureaucratic

Answer 1

Fred Fryer's Donuts, Inc. is an B) adaptive organization that focuses on knowledge sharing and employee skills development as it replaces old equipment and updates processes, indicating a move away from bureaucratic systems.

Step-by-step explanation:

Based on the scenario described where Fred Fryer's Donuts, Inc. is undergoing organizational changes to replace old equipment, train employees on new computerized systems, and adjust ordering processes, it can be concluded that the company is B) adaptive.

The fact that employees from the main store are given the responsibility to train others and oversee the installation and operation of the new equipment suggests that the company recognizes the importance of knowledge sharing and the development of employee skills.

This approach can lead to an enhanced adaptable environment within the organization where employees are better equipped to handle changes and incorporate new methodologies.

It is also indicative of an organization that values its human capital and invests in its development through structured onboarding and socialization programs.

This shows a movement away from standardized, bureaucratic systems towards more dynamic and flexible operations.