Submitted by: Submitted by dwadev
Views: 388
Words: 1815
Pages: 8
Category: Business and Industry
Date Submitted: 02/24/2011 09:18 PM
Affecting Change Paper
Smith and Falmouth is a tele-shopping and mail order network that has started an e-tailing division. Smith & Falmouth is depending on the growth of the e-tailing division over the next three years. In anticipation of the growth, the CEO, Irene Seagraves, organized three teams, web development, logistics operations, and marketing. The Marketing Manager is responsible for coordinating the logistics and marketing with the corporation.
Irene made a decision to consolidate the divisions into one functioning department, reporting to a COO. Although this was a good strategy, the decision makers from the teams did not welcome the change. The Product Manager was the go to person and the decision maker of the division. Because of the imminent struggle, due to change, the department must be restructured.
Established Methods of Control
The current established method of control for Smith & Falmouth Online Team, is and informal structure and was established by forming a clique or a social hub based on alliances. The Project Manager is currently the authority and decision maker for the Smith & Falmouth Online Team. In the past the Marketing Manager and Logistics Manager have worked closely with the Project Manager with success and without interference.
The current COO, Irene Seagraves has upset the established social hub by hiring a new COO to manage the current project and socially established department. The current internal departmental relationship structure is designed as follows:
Current Relationship Chart
COO
LG MM
LT PM WDT
PM
The current chart reflects the lack of respect for the current Chief Operating Officer. The only leadership that reports to him is the Marketing Manager. The other team members are currently reporting to the Project Manager.
Change Is Necessary
Smith & Falmouth is...