...Organizational Structure Simulation Shyeta McClain-Bitoy COM/530 September 7, 2015 Robert Beaudry Organizational Structure Simulation Since technology is always making leaps and bounds to ensure that tomorrow’s technology is ten times better than today's. It’s only natural that Synergetic Solutions Inc. opened themselves up to a new market that coincides with their internal and external changes. Thus allowing the company to revolutionize itself. By evaluating what leaders need to successfully implement a change, coming up with strategies on how to carry out the change and what type of resistance would be met in the process. Internally they are facing changes in technology, relevance, and long term foreseen financial crisis for either not keeping up or trying to catch up. With Synergetic Solutions Inc. being a business that caters to assembling and reselling technology that becomes obsolete every six months. They have to change or recalibrate every so often how they handle their products. For example computers no longer have tubes or thirty-pound monitors, and towers are now becoming a thing of the past due to all-in-ones and touch screen options. Ever changing technology has made computers run faster and produce better graphics. For speed with an Intel Core processor, i7 beats out i5 and i3, and for better graphics for gaming or presentations AMD 8 outperforms AMD 7 and AMD 6. While this just deals with the chips, it’s easy to understand that the structure of...
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...Change Management Questionnaire Alex Reed University of Phoenix December 20, 2010 ORG/6502 Gerald Ingersoll McShane – Von Glinow (2008) refer to organizational structure as the division of labour as well as the patterns of formal power, coordination, communication, and workflow that direct organizational activities. Johanson (2000) suggests that organizational structures are frequently used as tools for change because they establish new communication patterns and align employee behaviour with the corporate vision. Kurt Lewin developed a landmark, three-stage organizational planned change theory model which explains how to initiate, manage, and stabilize the organizational structure change processes Johanson was referring too. Colvin’s (2007) assumptions of Lewin’s model were that the change process had to involve new learning; the elimination of current attitudes, behaviours, or organizational practices; and there needed to be some form of motivation to change. Colvin went on to imply that employees were a central part of any organizational structural change, that change would only occur when the employees changed, and that effective change requires continuous reinforcement of the new behaviours, attitudes, and organizational practices. Colvin concluded that resistance to change is found even when the goals of change are highly desirable. McShane – Von Glinow (2008) indicated that according to various surveys, more than 40 percent of executives identify...
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...Welcome to WritePoint, the automated review system that recognizes errors most commonly made by university students in academic essays. The system embeds comments into your paper and suggests possible changes in grammar and style. Please evaluate each comment carefully to ensure that the suggested change is appropriate for your paper, but remember that your instructor's preferences for style and format prevail. You will also need to review your own citations and references since WritePoint capability in this area is limited. Please see the other helpful writing resources in the Tutorials and Guides section of the Center for Writing Excellence. Thank you for using WritePoint. Running head: Corporate Compliance Plan for Riordian Corporate Compliance Plan for Riordian Robert Trujillo University of Phoenix Corporate Compliance Plan for Riordian Riordian Manufacturing Inc. makes plastic products through the process of plastic injection molding. The main industries that use Riordian products are automotive parts manufactures, aircraft manufactures, aero space manufactures, beverage manufactures, and home appliance manufactures. The company’s annual revenues are $46 million. The company employs 550 people throughout three plants located in Georgia, Michigan, and China. Research and development is done at the corporate headquarters in San Jose, California. In 2000, Riordian Manufacturing Board of Directors decided to expand its...
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...SAP In 2005, SAP, one of the world’s largest suppliers of business software and services, embarked on a reintegration plan designed to change the organizational structure. Until that point, SAP had utilized a more traditional or divisional organization scheme (McShane & Von Glinow, 2005) with good results but felt that there was room for improvement. Similarly, as evidenced during the simulation, Good Sport was also implementing a similar organizational structure with individual departments and the corresponding hierarchy of upper management. SAP realized that one of the byproducts of the departmental structure was independence and personal responsibility. What SAP wanted was more mutual dependence and a collaborative responsibility. Thus, SAP rolled out a value-chain or functional structure putting one executive in charge of a step or part of the value chain (HBR, June 2007). Consequently, managers were forced to interact much more cooperatively and all shared in the successes and failures together. As a result, SAP immediately noticed drastically improved exchanges between executives and a more open and honest communication model (HBR, June 2007). As mentioned previously, Good Sport suffered from the same fragmented and “us against you” mentality that is seen when business units and departments function independently. Reorganization within Good Sport based upon the functional or process format would alleviate some of the power struggles that hinder the launch of their...
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...Glinow, “organization structure refers to the division of labor as well as patterns of coordination, communication, work flow, and formal power that direct organization activities” (2003, p. 446). The purposes of this memorandum are to identify and describe the formal organizational structure of the Smith & Falmouth (S & F) company. The S & F is a tele-shopping and mail order network that has operation in the United States and Canada. The memorandum also compares S & F’s structure with other organizational structures, analyze the effectiveness of the S & F organization’s informal culture with the formal structure. The memorandum also assesses the informal culture of the S & F’s company, determines its impacts on the formal structure, and discusses the role of power and politics within the organizational culture. In addition, the memorandum will demonstrate the power and politics within the S & F culture and recommend the most effective leadership style to Irene Seagrave, chief executive officer of the S & F. In terms of labor and coordination, the formal structure of S & F was coordinated through informal communication under a formal hierarchy that included sharing information on the mutual task between the three managers and the chief executive operation. According to McShane and Von Glinow (2004), the Hierarchy assigns legitimate power to individuals for directing the work flow. In terms of elements of organizational structure, S & F was a flat structure with a wide span of...
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...Leadership in Action Simulation Smith & Falmouth (S&F) is a mid-sized teleshopping and mail-order company. It started an e-tailing division and S&F online six months ago. CEO Irene Seagraves wants e-tailing division and S&F online to be the keys to the growth of the company (University of Phoenix, 2009). An organizational structure is defined how tasks are divided, grouped, and coordinated. A strong organizational culture influences the behavior of members and their performance (Robbins & Judge, 2007). To have a strong perform on the growth, S&F need to implement strategies that will improve the structure and culture of the organization. The functional structure organizes employees around a specific knowledge or resources (Robbins & Judge, 2007). S&F is resembled around a functional structure because it is divided into product division, web development, logistic team, and marketing. The web development team is made up of six members and responsible for maintaining online sales and payment. The project manager works closely with logistic team that includes three members. The functions of logistic team are customer support and scheduling delivery. The team reports status of orders fulfillments to marketing managers. Marketing managers coordinate project lines, budget, and promotion (University of Phoenix, 2009). Organization culture is crucial in shaping the identity of the organization (Lightle, 2009). Irene is a goal driven person and has a strong belief in taking S&F into...
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...Abstract In completing the organizational Structure Simulation, One could observe how changes are bought as a result of strategic initiatives within Synergetic Solution affect work design and organizational culture. The Simulation challenges of implementing structural changes, and deals with the resistance to change as an individual as well as organization level. It also allows me to employ different tactics to deal with resistance and lead Synergetic Solution through the stages of transition. After reading they will know at least three of internal and external forces of change for Synergetic S Solution. Also what the leaders at Synergetic Solution need to consider implementing change strategy and models the leaders may employ. Synergetic Solutions Report To give a little history about Synergetic Solutions, it is a six billion dollar company in business of system integration, assembling, and reselling leading computers brands. The company employees over 300 employees, mostly sales, and service department, and they have five locations across the East Coast. The majority of the employees at Synergetic Solutions have only basic computer assembling and trouble shooting skills. Individuals with a higher skilled operate as the specialists. Synergetic Solutions Chief Executive Officer Harold Reed made forays into the networking solution business of designing and implanting...
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...• Sherman Computer Repair New Direction Assignment • Recall the Organization Structure simulation. Synergetic Solution Inc. decided to move from computer assembly to network assembly. Sherman Computer Repair, a small computer repair company, sees this as an opportunity to fill the void left by Synergetic. Currently, Sherman Computer Repair has three locations where customers can bring broken hardware for repairs. Each of the three locations employs a manager, three computer repair technicians, and a receptionist. Sherman Computer Repair also offers in house repair service, employing 12 mobile technicians. Sherman wants to move into computer assembly. This forces Sherman Computer Repair to have new professional workforce and new technology. What must they do to make this change? • Write a 2,500- to 3,000-word paper in which you address the following: • What is Sherman Computer Repair's current organizational design? What barriers exist that would prevent the organization from adopting and developing new technologies? How will these barriers be mitigated? • What are the weaknesses and strengths of the organizations external environment? How will these hinder or benefit the new strategy? How can the organizational structure or design be modified considering those weaknesses and strengths? • Does the organization have the talent necessary to realize their new direction–degrees, certifications, industry knowledge and experience, and so on? What talent must be acquired or developed...
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...Traditional companies with boundaries, rules, and extensive plans are at a supreme disadvantage in today's globalized world, where technology changes daily and the value chain commands changes of its own. In a traditional company where people are categorized into neatly defined positions with their job descriptions filed in triplicate in the human resources department, the way a company plans its business can cause it to sink or swim. Bad planning can mean lost opportunities, being overtaken by the competition, loss of revenues, or watching its niche slip away because of a new technology, an alteration in the global marketplace, or simply a failure to market its product effectively. When changes occur, they happen too quickly for its organizational processes to meet them. As a result, opportunities are quickly lost, problem situations take over rapidly, and before the company can respond appropriately, it has lost customers, opportunities, and market share. Although that company likely has more than enough talent within its walls to offset all of those disasters, the talent is never put to use, because employees are constrained to operate within the confines of their job descriptions, where only the prescribed talents can be put to good use. The answer to this dilemma lies in boundaryless organizations. The boundaryless organization does not operate according to volumes of planning documents, job descriptions, or tradition, instead it regroups and innovates. The boundaryless...
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...Key Concepts of Organizational Design Marques Barnes MMPBL/550 2/3/11 Kenneth Hadzinski Key Concepts of Organizational Design Organizational design in comparison is similar to a blueprint to a construction worker. A blueprint to a construction worker includes the layout of a project, the materials needs, and instruction on how to build and where to build. Organizational design provides a blueprint for an organization just as a blueprint provides a guide for a construction worker. Organizational design provides a blueprint or process for integration the people, information and technology of an organization. Organizational design is extremely important to any organization. An organizational design must be able to function alongside the organization’s goals and strategy. Many business and organizations have changed their organizational design over the years to adjust to their respective industries and meet consumer needs. When companies go through restructuring and downsizing they are general altering the organizational design. Organizational design is important because it determines the specific roles, job functions, and job duties. The organizational design of a company represents its efforts to respond to changes, implement new ideas, ensure collaboration, and allow flexibility. Importance of Organizational Design Choices It is very difficult to choose an organizational design that meets the need of the organization. Every choice has a response or an action...
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...left by a competitor called Synergetic. Sherman's approaching progress into the industry of computer assembly is one that carries risky implication for them. Sherman Computer Repair must first hire a new professional staff and obtain new technological expertise to make their company transformation successful. This paper will analyze how SRC can meet their goals and grow from the future business prospect. Sherman Computer Repair Organizational Design The Business Directory defines organizational design as formal and informal framework of policies and rules, within which an organization arranges its lines of authority and communications, and allocates rights and duties. Organizational structure is found to determine the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between the many levels of management. This structure depends entirely on the organization's visions, objectives and the strategy chosen to achieve them (The Business Directory, 2010). The structure of the Sherman Computer Repair business will operate as the backbone in relation to their decision...
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...Introduction Many companies set out to be the best in the field that they are in. The Riordan Manufacturing Company is no different. They have set high goals to be the leaders in their industry and have strong strategic planning to help back this up. They are a company strives to put their people and consumers first and by doing so have been able to be leaders in their industry. They have a clear mission and vision of what it will take to be the best and have strived to be leaders in their field in all aspect of their business. The Riordan Company is built their reputation on good customer service and doing what it takes to have great employees that are all working for the same thing. Mission and Vision The Riordan Company has set them up for success by understanding what it will take to be leaders in their field. They feel that strong business values are important and they are striving to reach the goals they have set forth for themselves. Being a global plastics manufacture can be a tough business to be in and to be successful the Riordan Company realizes that then need to use tools such as six sigma to help them out in problem solving as well as business decisions making. They have set standards such as meeting or exceeding the ISO 9000 standards for great business practices to insure that the products they put out will be the best on the market. They have a strong R-Dbase to help them have the latest and greatest products out on the market. They understanding the importance...
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... | |15/01/2014 | | | Table of contents Introduction 3 1. Comparison and contrast of three different organizational structures and cultures 4 2. Influence of relationship between organizational structure and culture on Irish Tesco activities 4 3. Factors that affect individual behaviour at a workplace in relation to Irish Tesco 5 4. Strategies to improve individual performance at Tesco 5 5. Evaluating three strategies to reduce negative impacts of four factors 6 2.1. Effectiveness of three leadership styles for three different organizations 6 2.2. How organizational theory underpins the practice of management at Irish Tesco 7 2.3. Four different approaches to management used by three organizations 7 2.4. Presenting and justifying two approaches 8 3.1. Impact of leadership styles on motivation in period of change 8...
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...Best Snacks Problem Solution Creativity and innovation are the lifeblood of modern organizations. Creativity and innovation can provide a company with a competitive advantage in an increasingly competitive global market. Individual and organizational learning, management practices and modern technology can enhance individual and organizational creativity. Sales at Best Snack have been slipping and the issue has been identified as a complacent corporate culture that has managed business in one way for too long. The organization needs a shakeup, a change of culture that embraces change, innovates and is continuously looking for the next big idea. Describe the Situation Issue and Opportunity Identification (At least four issues and opportunities must be identified) During the last check the snack food industry has changed. Consumers now buy product based on price rather than banned loyalty, Best Snack has historically been the number 1 or 2 snack vendor in the industry. Sales have slipped and stock prices have fallen over the last 2 years. Several smaller companies are pushing Best Snack and the company is in danger of losing even more market share. Best Snack due to the companies long standing success has been slow to change or alter any research, development or marketing activities. The organization has become complacent. Best Snack did not anticipate or see the changing nature of the snack food market. The company became comfortable in the way the organization...
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...Keller Graduate University [2009] Final Project Proposal “How to make Natel Engineering become a High Performance Organization” GROUP MEMBERS: Anthony Gonzales (acgonzales@msn.com) Christopher Cerdon (ccerdon@gmail.com) Raymond Bucassas (raymond_bucassas@yahoo.com) Kathryn Weber (kweber777@gmail.com) Nancy Sanchez (nancysanchez1985@hotmail.com) [pomona, ca] INTRODUCTION Good employee relations are crucial to any work environment in order to perform at their maximum efficiency. Excellent work and ethical values are needed to ensure a high quality standard of treatment in all occupational situations. A company that does not know how to treat their employees as their number one asset is a company destined to falter. Target Company: Natel Engineering Co., Inc. Chatsworth, Ca Founded in 1975, a foremost, privately held, independent manufacturer of a wide variety of microelectronic products, providing mid to high volume production to defense, aerospace, fiber optics/optoelectronics, medical, space, RF microwave and telecommunication industries. According to Business Week magazine in 2007, Natel Engineering Co. has been ranked as the 9th largest aerospace manufacturer in the greater San Fernando Valley area based on the number of employees. Natel is founded and owned by Sudesh Arora, who has a very prestigious background in Electrical Engineering -- he developed an exceptionally complex sulfur analyzer which won him the popular IR-100 Award...
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