Reference no: EM131079476

Write a reply/response to these four discussion board answers: That will be four discussion board replies. Need a response or reply to answer 1, answer 2, answer 3 and answer 4

1.Vision Statement: To create the most stylish, durable brand of shoes for children among the mid-west.

Mission Statement: To provide fashionable shoes loved by children and their parents.

I believe the Holarctic business structure is the best structure for Purvis' changing business. A Holarctic structure allows employees to be included on decision-making for the business while also giving them the opportunity to work on what they do best. If their department in which they excel is marketing, they can work in marketing. However, when it comes to other department's there voices can still be heard. This will allow current employees to be more involved in the changes that are about to take place in the business by Purvis expanding. An employee who's more involved in the company is going to feel more appreciated, and in general, create better work for the company. Since Purvis wants the employees to work together toward the mission of the company, this structure will allow them to do so.

2."Organizations that start to implement a new strategy must first translate it into a set of goals and objectives. From these goals and objectives they then either develop new or adapt old processes and tasks that when executed produce the desired results" (Tosti, n.d.).
A culture strategy I believe would work best for Purvis new business structure would be a baseball team culture. In a baseball team culture, the employees are considered the most valuable part of the business. By following this culture, business owners understand that by having happy employees, they'll stay motivated and continue enjoying their job. The employees will know that there education, knowledge and experience is valued.

This culture is specifically important for a business following a Holarctic business structure. Considering the business structure is one in which all department's and employees work together to better the business, by continuing to make the employees feel valued, they'll continue to work together and collaborate in ways to better the business.

The other cultures the business could take on deal more with ensuring employees are hired into specific roles. Or that the employees are following all specific guidelines. While this is important, hiring an employee into a specific role is something that should be done, however, Jordan Shoe Company may find that when hiring someone into a specific role, they may strive but may offer have more to give to the organization in ways of other departments. For example, a compnay following an academy structure is focused on the training guidelines for employees. They ensure all new hires have the perfect amount of education, background and experience for a specific role before putting them through a rigorous training schedule. While on the job training is crucial for any new hire, Jordan Shoe Company wouldn't need this. When a new employee is hired, they should first be made feel like their new position is crucial for the future of the company. Then they can be put through training for all four departments of the company. This way they get a background and understanding of all parts of the company instead of just one specific role. A normative culture also wouldn't work for Jordan Shoe Company. This type of culture insists that employees follow all guidelines and never break the rules. While employees should always follow safety guidelines, they may find in a Holarctic structure that sometimes rules should be broken for the greater good of the company.

3.Mission Statement:

Sell the best quality children shoes that are celebrated for their fun and fashion. Produce products parents can rely on for durability.
Vision Statement:

We put the "kid" in every shoe and our hearts in the sole.

Motto:

Fashion, Fun, Family

I created the new mission statement to guide the company toward its primary objective. I felt that some of the information Purvis was going to use was more of an objective than a mission statement. For example, from the reading, his vision was to produce the best specially shoe in the mid-west. I feel that is too specific and is better stated as an objective. (Organizational Physics)

The company has been successful by keeping fashion fun and new, through caring about how his employees work. With that in mind, I changed the Vision Statement and added a Motto. The vision and motto are designed to inspire both the employees and the people that buy the shoes.

Structure:

I thing the company structure needs to change. The organization is changing so it needs to not just add on to what worked before but reorganize. The structure needs to put functional groups together. (Chron) The structure of the company depends on the formality and size of the organization (The Community Tool Box)

For the structure to feel informal for this company and also prepare for the future, it needs to avoid 2 possible barriers. Avoid the Owner/CEO bottleneck faced by many startups. Then make sure that functions based in effectiveness are not grouped under efficiency groups. (Organizational Physics)

For example Purvis has the sales and marketing reporting to the pant manger under production. Sales are effectiveness and takes time. They should not be under production, which is focused on efficient operations. Purvis needs to restructure the current configuration.

Sales and marketing would be far to the left and be allowed some autonomy to operate. This would need expansion of sales with a new territory. Purvis can concentrate on the marketing aspect to grow his business. Under the Production Department, I would promote or add an expansion manager focused on the new factory. By ensuring the current staff is kept in place to maintain production and profits. Administrative side will remain the same. Purvis must let the manager run that side, so Purvis can focus on Marketing and company growth to avoid the CEO bottleneck.

4.After conducting an assessment of the current business the company is set up as a clan culture. The employees like each other and they enjoy working together. The owner leadership style has been a team builder who cares about the employees and wants them to be creative and involved. The values of commitment and development are strong. Quality strategies of employee empowerment and involvement are clear regarding the design of children shoes. The fun and new fashions the company makes have driven the success of the company.

Since Purvis wants to expand and grow the business, he will need to change that culture. Purvis wants to keep the communication, empowerment and development strong but build for future growth and sales. To do this the company needs to grow and it will be difficult to keep the clan culture. A hybrid will work best for now. They will be changing into more of a Market Culture.

Market Cultures have a drive toward increased market share. They still have a focus on customers and improving productivity. This culture is aggressive and focuses on customers, supplier integrating internal and external considerations. This approach is the best to expand the business and maintain a focus on the employees.

Purvis leadership style fits the Adhocracy Style, which is more dynamic and creative. But the need to maintain stability while expanding is better served with a degree of Market Culture. In the future, to stay competitive in a small market of children's shoes the company may have to fall back to this style and maintain the innovation and agility.

The organization is not large enough for the Hierarchy Leadership. If Purvis can grow the company to a large global scale similar to Nike the company will need to have a level of this in the organization. For now it's just too small to need this degree of separation and definition.