Mount Cedar

Case study

Mount Cedar Technologies Inc was founded in Los Angeles, CA in 1995. It began as an importer and distributor of computer accessories, but by 2000 had evolved into an IT infrastructure integrator specializing in hardware and software products, storage and security solutions, and technical services to enterprise, small and medium businesses, and to government, educational, and medical institutions. The company lacked an organizational structure to improve its operations' effectiveness. Decision making was highly decentralized. This resulted in the loss of possible gains to be obtained from cooperation among other managers. Managers were asked to focus mostly on financial measures. The culture was described by many people as a task oriented one that did not encourage risk taking or empowerment. Additionally, the organization was lagging in the areas of training and the advancement of women and minorities. Finally, upper management wanted to grow its business by adding new product offerings.

Decision making was highly decentralized. This resulted in the loss of possible gains to be obtained from cooperation among other managers. The silo effect that resulted from this structure meant that departments were making decisions based on what was best for them.

While John Curtis (CEO) had been instrumental in growing the organization, his present leadership style had become increasingly problematic to many including upper management. He liked to surprise people by showing up un-invited to meetings and all employees and managers were expected to provide off the cuff answers to questions he would throw at them during these visits.

Managers were asked to focus mostly on financial measures. The culture was described by many people as a task oriented one that did not encourage risk taking or empowerment. Additionally, the organization was lagging in the areas of training and the advancement of women and minorities. Finally, upper management wanted to grow its...