Affecting Change

Affecting Change

LDR531

June 16, 2010

MS. Joann Spurlock

Affecting Change

Smith & Falmouth is a mid-size tele-shopping network and mail order company. The company has major operations in the United States and Canada. Six months ago the company started S&F online; this addition to the company is crucial and was structured to provide financial stability of the parent company for the next 36 months (University of Phoenix, 2010). The Chief Executive Officer (CEO), Irene Seagraves has hired a new Chief Operating Officer (COO), to strategize this change to implement a successful business. I will describe established methods of control and the current departmental and organizational cultures. I will recommend a restricting strategy to improve the cultures and empower employees and describe practices. Then I will explain how the new size and structure could affect the organization, individuals, groups, terms, and the organizations future.

Organizational culture refers to a system of shared meaning held by members that distinguishes the organizations from other organizations (Robbins & Judge, 2007). The organizational cultural characteristic of S&F online company exhibits is innovation and risk taking characteristics. The innovation and risk taking characteristic is the degree to which employees are encouraged to be innovative and take risks. The CEO, Irene Seagraves of the S&F online division hires a new COO to implement the change in the S&F Company. The new COO is left out in the cold because Irene does not explain the task at hand in detail and what is expected of the COO. Irene delegates the task of the new division of the company and expects the COO to produce and complete the task by the deadline given. Irene should meet with her employers to explain the new change to help get the job done.

The S&F Company has a decentralized organizational structure. A decentralized structure is lower level employees have input in making decisions for the...