Affecting Change Ã¯Â¿Â½ PAGE Ã¯Â¿Â½1Ã¯Â¿Â½
Founded by CEO Irene Seagraves, Smith and Falmouth (S&F) is a tele-shopping and mail-ordering network that operates in Canada and the United States. The organization has initiated an online division, in hopes of increasing their growth in the next three years. The individuals that are responsible for the success of the S&F Online are the Chief Operating Officer/Project Manager, James William Argyle, and Logistics and Marketing Manager, Brian Kervor, and Adam Searle. These three individuals make up the driving force of authority at S&F Online and moreover, manage two teams; a web development team and logistics team. In the next couple of paragraphs, I will describe the established methods of control and the current departmental and organizational cultures. I will then recommend a restructuring strategy that would improve the culture and empower the employees at S&F. Moreover, I will describe which management practices would be most effective and furthermore, explain how the new size and structure could affect the organization, individuals, groups, teams, and the organization's future.
Established Methods of Control and Organizational Culture
In initiating the online business correctly, the CEO Irene Seagraves, appointed the teams to assist in developing a program that would manage the inventory and successfully market the new section of the company. Irene is certain that the two teams will successfully develop a profitable online branch, which will enhance her company in the market. Given that most decisions will be made by upper-management, the three managers must be consistent, along with providing low formalization to allow employees to make decisions about job-related services. According to Werst, "It is essential to conduct ongoing meetings to support, encourage, and constantly expand the employees' area of authority" (2006). Authorizing the employees to make these kinds of decisions would be...