Affecting Change

Affecting Change

I spent a great deal of time on the simulation and was not enthused about it. The structure of the Smith & Falmouth simulation restricted the dynamics of the situation. For instance, only three options were accepted for a plan of action and choices were limited to what was presented. However, it did meet its design objectives of highlighting the effects of various leadership style choices. In that respect, it was effective.

I welcome the opportunity to step beyond the simulation and challenge myself to apply lessons from the literature of this class. The paper’s start will outline the elements contained herein. Those elements are: 1) the present situation of control and current culture; 2) a restructuring strategy that includes improving the structure, empowering employees and explains reasons for the selected structure and practices; 3) describing which practices would be effective and why; 4) explain how new size and structure could affect individuals, groups, teams, organization, and the organization’s future. The ending will focus on and summarize the impact of the restructuring on the organization.

Present Situation

The current structure of S&F Online appears to be a traditional corporate design with a CEO and a new COO. It is inferred that the parent company is structured the same. What is not clear is the existence, or future existence, of other functional departments like human resources and finance. How they are formed can be crucial to the re-shaping of the structure and culture.

The CEO has a directive management style as evidenced by her guidance to her COO. Nowhere does she invite the COO’s input into goals, objectives, or future actions. What is interesting is that, although the CEO’s style is bureaucratic and directive, the logistics and online web teams seem to have democratic and highly interactive relationships with their leaders. Therefore, the dominant corporate culture is bureaucratic, but the sub-culture...