Departmentalization allows organizations to be structured in way that similar jobs duties belong to a corresponding department. Functional departmentalization separates the functions necessary to operate the company into its own department. According to Gibson et al. (2012), the principal advantage regarding functional departmentalization is its efficiency (p. 402). Separating organizations into departments that share similar responsibilities allows for efficient management and may also promote teamwork. The disadvantage associated with functional departmentalization is that departments may become self-centered and lose focus of organizational goals in all entirety. Employees of the particular department may only seethe issues and work associated within their own department.

Product departmentalization, on the other hand, places one manager in charge of all the jobs associated with a particular product (Gibson et al, 2012). This is an effective organizational structure that is practice in many large companies with product variation. Advantages of product departmentalization include high product visibly, well suited for rapid change, allows parallel processing of multiple tasks, and its even fosters the training of general mangers (Burton &Thakur, 1998). Product departmentalization allows for each product to receive the required attention, expertise, and focus in order to be successfully managed. Integrating different products and brands under the same management may eventually lead to confusion of roles and objectives that each product needs.

Unfreezing old learning allows for new information and skills to be acquired effectively (Gibson et al., 2012). Some employees, regardless of position, welcome learning will open arms and embrace it as an opportunity to expand on ones knowledge. This willingness to learn allows for growth and is required to unfreeze