Leadership

Leadership in Action

Today, we are going to discuss the established methods of control and the current departmental and organizational cultures within our subject company, Smith and Falmouth.   We will also look at recommending a restructure strategy that may help improve the culture and empower the employees of S&F.   And finally we will discuss which management practices would be most effective and conclude with how the new size and structure may affect the organization, individuals, groups, teams, and the organization's future.   "Smith and Falmouth is a midsize tele-shopping and mail order network with operations in the US and Canada.   Driven by industry forecasts, and the internal strategy road map, Smith and Falmouth started an e-tailing division, S&F Online, six months ago.   The division is considered crucial to Smith & Falmouth's growth strategy over the next three years.   Since time to market is a major driver, the S&F Online CEO, Irene Seagraves moved fast and put in place a web development team, a logistics team, and a marketing manager to coordinate marketing and logistics operations with the parent company.   Chief Executive Officer, Ms. Irene Seagraves has directed the Chief Operating Officer to   consolidate the tele-shopping and mail order network corporation with S&F online within nine months and gives the following directions; Streamline the online operations, increase the reach of the Online Sales channel, and make S&F Online a profitable Strategic Business Unit".   The current organizational hierarchy within S&F Online consists of a Chief Financial Officer, Ms. Seagraves, a Chief Operating Officer,   a Logistics Manager, a Marketing Manager, and a Project Manager.   The Project Manager and Logistics Manager work side-by-side together to ensure the daily operations are being maintained and answer directly to the Chief Operating Officer.   The Project Manager has a six member web development team that is responsible for maintaining the S&F online...