University of Phoenix
Dr. Ken Edick
Monday, May 18, 2009
In this scenario, Smith & Falmouth (S&F), a company who specializes in teleshopping and mail order has implemented a new online division that has been operational for about six months. The entire online operation was centered on James Argyle, until the hiring of the Chief Operating Officer (COO), who is now in charge of S&F online. Irene has given the COO a clear set of instructions to streamline the online operation by increase the online sales channel and turning the online business into a profitable one. The window form achieving these results is nine months away and tension has risen within other levels of the organization because of the shift.
The COO has observed all departments within the online operations and has concluded that the current culture of the department is different groups and cliques which are outside of the normal organizational structure in an organization. Within this scenario, there is the web development team which reports to the project manger, the logistics team which reports to the logistics manager, and the logistics manager also reports to the marketing manager who reports to the COO. The project manager James and the logistics manager, Brian, appear to have a good working relationship which has produced good results. However, James does not like anything that causes a restriction on the power he has.
In order for restructuring to take place, the COO will need to identify the major players in the organization whom have influence over the different social groups and cliques. The COO will need to find a way to get the decisions makers to become part of the team so they will in turn influence the group to become part of the team as well. The COO will need to understand the strength and character of the team members in order to create an environment which will become... [continues]
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