Reference no: EM133180538

Questions based on Organizational leadership and management/Organizational structure

1. You are a manager for a logistics and transportation company and have been responsible to organize a new supply chain and distribution system for a company in Northern Europe. This involves hiring competent people, forming them into a coherent organization, training them, and establishing the needed infrastructure for sustained success in this new market. a) What is the first thing you would do? b) How would you organize your employees? c) How would you help them understand the challenge of setting up a new organization and system?

2. Empire Company Limited is a Canadian food-retailing and real estate company based in Stellarton, Nova Scotia with more than $17 billion in annual sales and more than 124,000 employees. It owns and operates Sobeys, Safeway, and IGA grocery stores. Empire Sobeys has been serving Canadians for over 100 years, and one of the secrets to its competitive success is the synergy that comes from owning its own retail real estate. With a lofty goal of being recognized as the best food retailer and workplace environment in Canada, Empire has moved away from a regional management structure in order to reduce complexity and eliminate duplication. The company streamlined its organizational structure to reflect its transition to an operationally focused grocery retailer with related real estate interests on the heels of an October 2013 announcement appointing Marc Poulin as CEO of both Empire Company Ltd. and Sobeys Inc. For Empire to be successful, the management structure requires simplicity and clarity. What kind of organizational structure can support the operations of retail stores and real estate assets?

3.Kingsey Falls, Quebec-based Cascades, a leading manufacturer of packaging products and tissue paper has more than 100 operating units located in Canada, the United States, and Europe. Companies are treated as separate entities, based on product, and operate like a federation of small and medium-sized businesses. Each mill is accountable for its own bottom line, and employees are motivated through profit-sharing in the profits generated by their own mill. What emphasis does the company put on decision-making? Why?