Affecting Change
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Running head: AFFECTING CHANGE
Affecting Change
Frank Johnson
University of Phoenix Online
Organizational Leadership
LDR/531
Karen L. Jones, JD, MA
February 28, 2010
Affecting Change
Introduction
Smith and Falmouth (S&F) is a mid-sized Mail Order Network and Tele-shopping company that operates in Canada and the United States. Smith & Falmouth's online business unit has a decentralized organizational structure. The current leadership structure is the Chief Executive Officer (CEO), Irene Seagraves, the Project Manager, James William Argyle (currently heading up Operations), the Logistics Manager, Brian Kervor, and the Marketing Manager, Adam Searle.
The company started an e-tailing division named S&F Online to stay competitive in the industry, and to add financial stability to the parent company. To get the program off to a good start, the founder and CEO, Irene Seagraves assembled various teams to help develop a program that would essentially manage the inventory and successfully market the new branch of the company. Irene wants to consolidate Operations, and has hired a new Chief Operations Officer (COO) to streamline online operations, increase the reach of the Online Sales Channel, and make S&F Online a profitable business unit. She is confident that with a new COO at the helm, the new teams will be able to accomplish her goals of creating a profitable online division that will complement the parent company. Currently, most decisions of any significance are made by each of the three managers. Empowering employees with the discretion to make day-to-day decisions about job-related activities is consistent across the organization. This empowerment is a necessary component of a customer-responsive culture that allows service employees to make on-the-spot decisions to satisfy customers.
Changing a Culture
The culture of S&F Online is fairly young, and still developing, however, as with most organizations undergoing growth phases, S&F Online...
Affecting Change
Frank Johnson
University of Phoenix Online
Organizational Leadership
LDR/531
Karen L. Jones, JD, MA
February 28, 2010
Affecting Change
Introduction
Smith and Falmouth (S&F) is a mid-sized Mail Order Network and Tele-shopping company that operates in Canada and the United States. Smith & Falmouth's online business unit has a decentralized organizational structure. The current leadership structure is the Chief Executive Officer (CEO), Irene Seagraves, the Project Manager, James William Argyle (currently heading up Operations), the Logistics Manager, Brian Kervor, and the Marketing Manager, Adam Searle.
The company started an e-tailing division named S&F Online to stay competitive in the industry, and to add financial stability to the parent company. To get the program off to a good start, the founder and CEO, Irene Seagraves assembled various teams to help develop a program that would essentially manage the inventory and successfully market the new branch of the company. Irene wants to consolidate Operations, and has hired a new Chief Operations Officer (COO) to streamline online operations, increase the reach of the Online Sales Channel, and make S&F Online a profitable business unit. She is confident that with a new COO at the helm, the new teams will be able to accomplish her goals of creating a profitable online division that will complement the parent company. Currently, most decisions of any significance are made by each of the three managers. Empowering employees with the discretion to make day-to-day decisions about job-related activities is consistent across the organization. This empowerment is a necessary component of a customer-responsive culture that allows service employees to make on-the-spot decisions to satisfy customers.
Changing a Culture
The culture of S&F Online is fairly young, and still developing, however, as with most organizations undergoing growth phases, S&F Online...