Antique Roadshow Exposed

firm’s goal is. Each employee should be aware that they are working in a firm where team effort is very much welcome. They are not supposed to undermine the authority of others just because they think that they are on top. The rules and protocols that are made by the firm's management should be followed and not just memorised. Also, the agency’s future aim is to slow down its response time to cultural changes. This can affect the quality of the agency’s products. Instead of slowing down, they should try to innovate and be at pace with culture and technology. The agency should try to make strict policies to be followed to please the account executives. This should make the agency’s working environment cooler than what it is. For the specialists, the agency should try to provide skill development sessions or seminars. The sessions would be basically a peace offering for stricter policy imposed on them. A new organisation chart has been made
            For the third question, Aquarius Advertising Agency has at least four choices in re-organising its firm. These are: the Functional Structure, Divisional Structure, Matrix Structure and the Horizontal Structure (Baker, 1999). A functional organisation structure will enable in-depth knowledge and skill development; it will also enable the organisation to accomplish functional goals and it will answer the organisation’s aim to slow down it’s response time to environmental changes. But this structure is best only for a firm with few products and it will not solve the firm’s present problem of poor co-ordination and co-operation between departments (Baker, 1999; Duncan, 1979). A divisional organisation structure suited to fast change in unstable environment, it will also lead to client satisfaction since product responsibility and contact points are clear, it will also give high co-ordination across functions, and provides adaptability to differences in products, regions, and clients (Baker, 1999; Duncan, 1979). But like... [continues]

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