"Need written 5 pages based on the attached case answering the following questions ONLY...along with powerpoint. 1. Company background, mission, goals, and strategies Suggest a company's mission statement. List the organization's official goals (where the organization wants to go), and make sure to tie said mission statement to the organization's official goals and suggest a strategy or strategies to accomplish it (how it will get there). 2. Organizational structural design While there is no one best way to organize, the right structure depends on prevailing circumstances and considers organization goals, strategies, technology, and environment. According to Robey and Sales (1994), "in practice, very few examples of purely functional and self-contained departmental structures can be found. Rather, we find a wide variety of mixed structures, which contain elements of both bases at the same level of management (p. 195). In designing the new structure to improve Cedar Tech's effectiveness, students should take into consideration its management' s vision and the pursuit of the growth strategy including adding new offerings. You may give students a hint of the general approaches that could be taken. One approach would be to add a new vice president for technology. In this regard, a director of newly formed VOIP practice, the director of enterprise storage practice (formerly manager), and the director of services (formerly help desk manager) report to him/her instead of reporting to the vice president of operations. Additionally, VOIP and security engineers and project managers will report directly to the new director of VOIP; whereby storage engineers and storage project managers report directly to the director of enterprise storage. Finally, all technicians will report directly to the director of services (since the organization has many technicians, suggest that 3-4 supervisors are needed). According to Burton et al. (2006), the choice of an organization's configuration, known as structure or architecture, is a critical decision. According to them, "In the literature on organization design two fundamental dimensions have been used to distinguish the basic configurations: Product/service/customer orientation and functional specialization" (Burton et al. 2006, p. 58). These two dimensions generate four basic configuration-namely: Simple, functional, divisional, and matrix (Burton, 2006; Miles & Snow, 1978). Hint to students that organizational charts in most growing organizations are not static, they are ever changing. At the heart of any organizational design are the twin issues of differentiation and integration. While vertical differentiation is the method by which an organization designs its hierarchy of authority and decides its reporting relationships to link roles and subunits, horizontal differentiation is how an organization groups tasks into roles and groups roles into subunits, meaning functions and divisions (Daft, 2004; Jones, 2007). Students should show the variety of specialized roles, functions, and units and tie the various elements together by means of vertical and horizontal techniques for integration. It is important that students address the advantages and disadvantages of their design; and argue that the number of levels in its hierarchy and the span of control at each level are appropriate. It makes sense to promote or add new director to head each major sales specialization; example: Director of government, education, and medical sales, director of small and medium sales, and director of enterprise sales. Promoting human resources manager and other key mangers to director' s position might make sense too . Another general approach would be to create a separate software licensing department under a director that marker and fulfill software licensing sales requirements. Said director might report to the vice president of sale. Ask students to draw their specific alternatives on the board. A hybrid form of structure would be one specific possibility, with software licensing advisors reporting to both director of software licensing and to the various key sales specialization (Enterprise, GEM, and SMB sales) using the "matrix" form, and other functional departments such as sales, operations, finance, and technology reporting to each of the functional vice presidents via director (s). The functional heads who would still report directly to the president would probably be finance, technology, sales, and operations. The new structure must take into account the high coordination across functions relative to any given customer's requirements, necessary for the projects to complete. Additionally, the new structure must emphasize client satisfaction with vertical and horizontal information easily flows by grouping together the individuals who communicate with one another. 3. Motivating and rewarding employees Responses should focus on how to create a motivating work environment through job design, socialization, organizational objectives, and goal setting. Obviously, people work for many different reasons. The most obvious reason is the need for money. However, for many, money alone is not what keeps them showing up for work every day (Greenberg & Baron, 20003).discuss the importance of some of the theories learned and their impact on employees' motivation such as the equity theory, ways to restore it, and the effects of inequity; organizational justice, its forms, and its consequences; and expectancy theory that explains how employees make choices among alternative behaviors and levels of efforts (Griffin, 2008; George & Jones, 2008; Kreitner & Kinicki, 2007). In addition to this, managers should promote a healthy workforce by satisfying employees ' physiological needs through providing them with membership in a fitness center or subsidizing such membership. In addition to that, management should provide a supportive working environment and safe working conditions. It is important to also provide an opportunity to socialize. More importantly, management should compensate employees in relation to work performed, thereby avoiding underpayment. Organizations that practice underpayment are always looking to fill out vacancies resulting from voluntary turnover. Managers also need to identify goals and clarify the amount of work needed by employees to achieve and tie it to an effective reward system. Additionally, it is also recommended that managers should involve employees in the formulation strategy of their work goals especially if these goals directly affect them. Employees tend to accept and easily commit to goals if they helped formulate them or took part in their formulation (Ghazzawi, 2007). To be effective, mangers also need to provide timely performance feedback. Finally, management should recognize employee achievements. Such recognition and award will satisfy employees' esteem needs. In doing so, managers should clearly link rewards to performance (Greenberg & Baron, 2008).
Paper#9200 | Written in 18-Jul-2015Price : $25