The primary problem would be the structure of the organization. This is due to the fact that there are thirteen departments in total which would lead to the failure of the ability to concentrate on long term viability of the business. Alternatives: The most important measures that can be taken are: contraction of the department structure and applying decentralization. Facts Considered: 1. Mike took over the lease of a building and wanted to transform it into a fully functional department store that offered a variety of products. 2. There are thirteen departments in total: finance and accounting, human resource management, marketing, men’s clothes, women’s clothes, shoes, hardware and automotive, music including audio and video equipment, toys, home and garden, small and large appliances, sports equipment, and furniture.. 3. Top management is spending too much time on employee development and not enough on the overall strategy of the business. Recommendation: As for Intermediate: Build Booths so customers can rate satisfaction on scale from 1-10, build complaint boxes for employees in staff room, take note of sales values, and implement changes to organizational structure. For the Short term: plot result, extrapolate, and gather information if negative results. For the Long term, if results maintain positive relation, the strategy has been successful. Assumptions: • There might be a high turnover rate in retail industry. (The retail industry main aspect includes small stores that sell products directly to consumers. Mike took over the lease of a building and wanted to transform it into a fully functional department store that offered a variety of products.) • Equality of expression would be the main characteristic of the organizational culture. (Every employee is free to express his or her opinion. Moreover, every employee would be encouraged to create new innovation that could be used by Mike’s Mall Mart.) • The workers would be value skilled. (The managers were responsible to respond to any inaccurate information whether it was related to the store or the people working there.) • Mike is an experienced and risk-taking entrepreneur (He took over the lease of a building and wanted to transform it into a fully functional department store that offered a variety of products. He also believed in the importance of using new innovations.) Primary Problem: The primary problem would be the structure of the organization. This due to the fact that there are thirteen departments in total: finance and accounting, human resource management, marketing, men’s clothes, women’s clothes, shoes, hardware and automotive, music including audio and video equipment, toys, home and garden, small and large appliances, sports equipment, and furniture.
Ron Johnson spent a great deal of time and money to promote his ideas of “stores-within-stores” by turning floor space into an area to house several branded boutiques. He did this in order to attract a target market of a wider demographic which includes age, gender, and generation. One of the m...
| |stores serve three primary customer groups: do-it-yourself customers who are completing projects themselves, |
What competitive pressures must Oliver’s Market be prepared to deal with? What do we learn about the nature and strength of the competitive pressures Oliver’s faces from doing five-forces analysis of competition? Which of the five competitive forces is the strongest?
As owners we are in charge of the management responsibilities, we think that it’s important to acknowledge the concerns of the employees and look at the situation from their point of view. We have noticed that thei...
Make a situational analysis of the traditional department store industry and of Macy’s as of 2005. Which factors in the external environment could (positively or negatively) affect the success of Macy’s new strategy? Which internal factors could affect the success of the company’s strategy? (don’t forget to look at the exhibits!)
Using the five tools: Fishbone, SWOT, PESTEL, Force-field and the Sociogram, the diagnostics reveal that the common issue amongst them was a lack of communication and clarity of what needed to be done. Internally, the organization needed to realign its mission, goals and values with its employees, as none of them understood what was required of them. It was very expensive to have the workers sitting around with no productivity when the managers had a meeting with each other (K. Vincent, personal communication notes, January 28, 2016). Each time there was miscommunication and clarification was required, there was room for mistakes and loss in productivity. The workers were dissatisfied and demotivated during the building process, as they did not feel respected in their roles. The workers were also unsure of their responsibilities, as the managers were unclear of the building process to begin with. The CEO only made decisions but
Develop an action plan - outline ways to correct the root causes of the problem, specific actions to be taken, identify who, what,
Relate those characteristics to a Kenyan organization either in the current status or past status. Justify your answer. ( You must name the organization and show how its management were or are myopic)
Managers and directors can use concepts from organizational structure to address these problems. In the case study, there are fourteen proposed solutions for each factor. Out of these problems, tools were invented to identify, analyze and generate solutions. These tools relied on data collected by employees, supervisors, managers and directors. Tools like the Periodic review of work processes, performance reports, job satisfaction survey and much more provide a collaborative effort to solve
An organization’s structure is crucial in deciding how tasks are managed or organized by employees and led by the top management. An organization’s structure provides a chance of untangling how the firm’s business is performing internally to ensure timely production of goods and services. When designing an organization’s structure, it is important to build it upon the vision and mission of the firm’s core objectives (Puffer, 2004). This kind of a structure will allow the set goals and initiatives to be met by the project scope. Thus, an organizational structure denotes how powers and responsibilities are allocated within the company, and work processes are carried out by members of the organization. The theme of this paper is to discuss the effects of Organizational structures on employees, Behavioral implications of different organizational designs and finally considering if there is a better structure in terms of its effects on its employees.
This report will give us a clear perspective as to what the optimal organizational structure that suits Rendell Company plus some additional control system in attaining the company’s main objectives. We will be also tackling the roles, functions and responsibilities of a controller in an organization. This case takes us into Rendell Company which is currently having problems between the corporate controller and the divisional controller. We assessed the advantages and disadvantages of the organization structure of Martex whether it can be applied and be implemented to Rendell Company in order to resolve the problem. Through the frameworks and issues, we concluded that while current setup would cause some budgetary discrepancies because of the lack of loyalty between the divisional controllers to the corporate controller, changing the organization structure of Martex would cause a disparity between the division manager and the divisional controller thus resulting in an anxiety in their working environment which is too costly as compared to maintaining the current setup.
After five years of Craig taking control of running the store, he had implemented all the ideas that he had to help build the grocery store. At this point, the store was doing great. Profit was double what it had been before Craig got there, but beginning to level off. Craig noticed this and had a talk with Chester and Carmen.
...t for the success of very business or organization, good management, proper division of labor, and a good working conditions are the key factors (Kapoor ,Pride, and Hughes). This has clearly been demonstrated through the success achieved out of the effective and efficient organization structure at Sony.
As I already mentioned above that in every organization and company, structure has to be made
The repetition of roles across divisional units could be a drawback for the divisional structure because this could mean decreased efficiency and economy.