Reference no: EM132670924
Case study:
An organization with 200 employees recently separated from a business partner and was just settling into their new organisational structure. The company was profitable and took on "the right amount" of contracts every year that they won by bids and direct award.
They are in the food processing industry with many opportunities over the next few years. As an owner run business with a five-person management team, they had a few questions about the future:
Should we grow?
Why or why not?
What contracts or business strategy, will bring the most benefit to the company in the future?
What areas should we focus on?
What do we need to change from an organisational perspective if we want to grow and take on more contracts and outlets?
At the end of the 2.5 day session, the team had decided that it was in their best interest to grow - not because it would mean more money, but because it would challenge and keep the management team engaged in their work.
They also were able to forecast their future projects both existing and prospective so they could allocate resources appropriately.
Through these discussions, they were able to identify some areas in the organisation that were acting as bottle necks, slowing the efficiency of the organisation. One of the key people was "silently" suffering because part of her job was under resourced. This lack of resources, although minor, was having an effect on the whole supply chain and the business.
At the end of the session the team was aligned on which direction they wanted to take the business in, and the amount of growth they wanted to see over the next three-years.
They set clear action steps and priority areas that they were to dedicate their focus on, and they had an idea of where the gaps were in their organisation that might cause challenges for the business moving forward. This company recognised the importance of planning to get their team aligned and to open up communication channels to make important decisions to prepare for growth.
ANSWER THE FOLLOWING
1.If you were part of this organisation and things are not going the way you want them to, advise the members of management, why planning will help you align your team towards a common goal or direction for the organization.
2. If you were the CEO and you are not sure if the company should continue on the same profitable path without growth, or if it should look for new sources of revenue and expansion. Explain the challenges you would face in deciding which way to go.
3. If you were someone on the leadership team and you see the need for organisational structure or change. Advise on what type of organisational structure the company should adopt and why?