Flexibility Organizational Flexibility: As One Thesis

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Thus, in this environment, there appears to be limited interaction between the members of each division (much like Ford and GM) which in essence stifles creativity and the exchange of ideas, especially when we consider the fact that each division has its own bureaucratic structure and way of doing things (Business Organizations, 2008, p. 328).

Undoubtedly, the Eaton Corporation as it stands today could become far more flexible and greatly transformed by incorporating one or several of the following suggestions. First, Eaton should adopt only one brand name for its divisions, a move which would guarantee "unity between the divisions when it comes to creativity and the exchange of ideas and concepts" (Davidson, 2002, p. 167) related to Eaton's myriad line of products. This would also make the same corporate resources available to its employees regardless of which division they are employed in and would make duplication a thing of the past, thus saving time, energy and money.

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In addition, Eaton's employees would be able to interact either as individuals or as members of a team at operational levels within and outside each division which would improve the "complicated process of moving from point A to point B. In relation to creating, designing and improving upon existing and future products" (Williams, 2003, p. 126). Also, these teams, either formal or informal, could easily share their accumulated knowledge and perhaps arrive at methods which would improve the use of manpower, company resources and time.

Business Organizations: The Eaton Corporation. (2008). Cleveland, OH: Matthew

Bender Press (Privately Printed).

Davidson, Charles H. (2002). Business Practices in America's Corporations. New York:

HarperCollins Publishers.

No Boundaries Supercharges Eaton." (1998). ANSYS. 1997 Annual Report. Retrieved from http://www.ansys.com/corporate/annual_reports/AnRep97/eaton_corp.htm.

The History of Eaton Corporation. (1995). Cleveland, OH:….....

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