This paper analyzes the organizational structure and leadership in consultation with the Chief Operating Officer (COO) of the Smith and Falmouth (S & F) Company.
Abstract This paper explains that S & F Company has a functional structure because different departments specialize in a specific area where a manager with a specific, appropriate skill-set supervises the teams. The author points out that the COO needs to be aware of the social networks within the organization, the motivation of the employees who may be "playing politics" and the different ways in which different individuals use their power within the workplace. The paper relates that there is a strong need for the COO to use both participative or transformational and supportive leadership styles in dealing with the teams at S & F.
Table of Contents
Introduction
Organizational Structure
Informal Structure
Power and Politics
Leadership Style
Conclusion
From the Paper "S & F Company has a great deal of social networking within and among the different departments. This informal structure has many benefits but it can also create conflict and concern. The Project Manager (PM) has developed a significant amount of respect from his colleagues and his team, both professionally and socially. This can be beneficial in many ways, yet in this case, it has also affected the organization in a negative way. As the PM's duties have been reduced due to the assignment of the COO, the other managers and teams are feeling some resentment and frustration. While this can be an obstacle, the COO can use this informal structure to his benefit. If addressed correctly, the PM can be used as an ally to buffer the situation at hand and motivate the teams and their managers."
Abstract This paper studies how country-of-origin (COO) issues impact marketing. The paper uses the merger between Chrysler and Daimler as a case study. The paper asks how COO issues have affected decisions by consumers to purchase American brand cars.
From the Paper "The purpose of this research is to examine the subject of country-of-origin labeling in marketing terms The plan of the research will be to set forth the historical context in which this topic has taken on significance to marketers..."
Abstract This paper examines why many companies today prefer training a team to do the decision making, instead of just one individual, as was done in the past. One of the reasons mentioned is that in complex operations with diverse business units, it is difficult for one person to manage everything. The paper also examines the problems which can arise within the concept of team management such as lack of communication between team members and provides solutions to avoid these problems.
From the Paper "Ratzburg makes specific recommendations from preventing team conflict, namely open and honest communication and integration to make the fullest possible use of all team members. Someone is needed to integrate all team members by seeking their opinions and to moderate individuals who monopolize discussions. A strong team leader is required to make this happen. This type of leader is different from the traditional hierarchical manager in that his or her role is one of a facilitator rather than an authoritarian. All team members are decision makers and have equal weight in the decision process."
Abstract This paper examines how the organizational culture and management style at Enron contributed to this culture of silence that both silenced critics and forced employees to go along with management's questionable decisions. It focuses particularly on the organizational style of Jeffrey K. Skilling, whose tenure as Enron's Chief Operating Officer is largely credited with sowing the seeds of Enron's destruction.
From the Paper "Skilling's micro-management style and rank and yank policies resulted in an intense competition among Enron executives. Robert J. Hermann, Enron's former tax counsel, described the culture of Schilling's Enron as "me first, I want to get paid...There were always people wanting to do deals that didn't make sense in order to get a bonus" (cited in Behr and Witt, "Visionary's Dream Led to Risky Business"). Whenever possible, Schilling reportedly used such financial incentives to shore up his "loose-tight" management style."
Abstract There is something in the poetry of Robert Frost that does not love a stranger. And yet, strangers regularly appear, as in the poems: "Love and A Question", "The Fear", "The Smile" and "The Witch of Coos". Although the strangers, associated as they are with night and violence, are made to appear somewhat sinister, it is unclear as to whether Frost sees them as a threat in and of themselves; or rather, whether they simply embody a dissatisfaction which already exists in the lives of the couples.
Abstract This paper, written in memo form, summarizes the findings of a leadership study conducted for S & F Company. Organizational culture, leadership styles and organizational structure play a vital role in increasing productivity and performance of the organization and increasing worker morale and dedication to task. This memo addresses the following issues-organizational structure, organizational culture, formal and informal culture, power and politics and leadership styles best suited for the company.
Paper Outline:
Organizational Structure
Organizational Culture
Organizational Leadership
Recommendations to the COO Bibliography
From the Paper "The culture of an organization includes the language, dress codes, and operational modes, value systems, a code of ethics, attitude and interactions between various strata of the organization and work principles. The company stresses professional and ethical practices in its formal culture. It strives to create an environment of mutual respect, encouragement and teamwork-an environment that rewards commitment and performance and is responsive to the needs of the employees. Creating an environment where competition is balanced with collaboration and employees are mentally healthy is the key to a productive and healthy workplace."
