Essay: Organizational Structure

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[. . .] Daly can then layout his plans as far as goals and objectives of the corporation. These meetings will have to have norms that support the sales force and assures there is no backlash for speaking out. The meeting should be made up of corporate leadership, salespeople, managers, administrators, members from each department. Following the organizational meeting. Daly will have to communicate to each layer of management his strategic direction concerning their operative goals and objectives that correlate the corporate direction (Ingbretson, 2012). Following those meetings, each manager or supervisor can then meet with their individual sales teams and other workers to share the required processes and tasks required to meet the departmental goals. In this way all ideas have an opportunity to be heard and a common direction can be established. If this seems to be an area that might be uncomfortable for salespeople and other workers to discuss, an internal survey could also be generated internally to address the weaknesses, opportunities and threats facing Computer Innovations based on its current structure.

Resources to assist in analyzing the structural issues as part of organizational meetings task before the CEO can come from the managers. Daly has the job of improving customer satisfaction, which means increased relationship and trust with the customer. Porters five forces can be used to identify ways to show value to the customer and differentiate CI customer service from competitors (Cengage, 2010). By working with the scope of work based on customer service, Daly also needs to speed up internal processes such hiring while building up an organization that has common goals and objectives for daily operations (Cengage, 2010).

In order to stay in front of the competitors, it is required that the company restructure itself so that it can communicate directly with customers without the additional fourth layer of management, for example. The market is quick to change due to the advancement of technology every six months or so. With it taking nearly three months just to approve hiring 100 workers, the response to customers is extremely slow. The organization needs to consider either changing its organizational structure or finding a way to utilize the extra layers of management that turns the bureaucratic structure into a lean and modern enterprise (Cengage, 2010). There are barriers that lower performance of leadership. If managers need reassignment or layoffs, this may need to happen.

Reassignment of mangers to investigate Miles and Snows strategies for dealing with each department especially sales is one way to improve the organizational structure. Miles and Snow analysis will determine which strategies are working for the top companies in the industry and managers can then select a similar strategy tailored to the specific needs of Computer Innovations.

Daly could also assign some other managers as Prospectors for training such as Six Sigma process improvement, to learn new ways to track projects through the best tools and resources (Cengage, 2010). Such training supports a decentralized structure, that empowers employees by allowing more innovation and creativity to flow in the organization. Other managers should be trained as Defenders who monitor overhead costs and improving efficiencies across departments. A task force of Analyzers made up of managers and specialized employees may have the assignment of balancing costs with innovation to maximize investments of capital in new research and development (Cengage, 2010). By implementing common processes across all departments, the company can speed up response time to customers and increase efficiency.

In conclusion it is important for Daly to address the internal weaknesses and external threats that face Computer Innovations. One of the most critical issues that need immediate attention is the hierarchical organizational structure which causes problems communicating the strategic business direction internally within the company and affects the sales/service relationship externally with customers.

This problem can be resolved by, one developing a survey to find out what the customers think of CI's service level. With this information Daly can identify systems and processes company wide that can either be enhanced, expanded, or removed to streamline services and meet customer expectations.

Secondly the problem can be resolved by the restructuring of CI into a Matrix organization. This will allow the sales force to work together with other departments to meet customer requirements and get ahead of the competition.


First take advantage of the experience and business relationships built with the customer by the sales force. Have the sales teams meet together internally and externally with their respective customers to compile questions for a customer satisfaction survey. Administer the questions to the customer and then reassign sales teams cross departments to work together on solutions to answering the most critical issues of the customer. Management across departments should empower sales teams with the resources and responsiveness needed in a timely manner without the bureaucratic red tape in order to satisfy customer survey requirements.

Secondly, get managers trained on Six Sigma process improvement methods. Have a core team that then trains each department and all the employees on the process.

Daly will need to work with each level of management and individual departments and teams to develop and communicate a strategic business plan that lays out the mission and vision of CI. This will need to include a plan within each department of how to improve productivity by increasing sales and building stronger relationships with the customer.

Daly can then communicate this mission and vision to all employees throughout the organization. Once each department has its strategic business plan established they must align with the overall corporate goals and objectives set forth by Daly and CI leadership.

Implement organizational development tools such as Six Sigma and Miles and Snow processes to restructure the organization into a Matrix organization format.

A Matrix organization structure fosters a Learning organization that allows collaboration and information sharing. A Matrix organization has decentralized authority with the managers freely sharing resources and information (Cengage, 2010).

This would allow departments to share information and learn from experience and talents of other managers and workers. Again supporting a balanced scorecard approach that aligns to Daly's overall mission, vision, and organizational goals.

A Matrix organization would also improve communication within the firm by allowing individuals to also share information and expertise across departments.

Reduction in duplicate systems and services that have been designed to use within a single department that would be useful across the organization.

Reassign the extra layers of management to the tasks of resolving issues within the corporate structure. Such as developing ways for the sales department to complete paperwork with less bureaucracy (IBM, 2005).


Bradford, D.L. And Burke, W. (2005). Reinvent organizational development. San Francisco. Pfeiffer Publishing.

Cengage Learning. (2010). Information sharing and structure: external environment.

Organization Theory and Design.

Edwards, G., and Gill, R. (2012). Transformational leadership across hierarchical levels in UK manufacturing organizations. Leadership & Organization Development

Journal, 33:1, 25-50.

Greiner, L.E., and Cummings, T.G. (2004). Wanted O.D. more alive than dead. Journal of Applied Behavioral Science. 40, 370-391.

IBM Consulting. (2005). Capability within: global human capital study. IBM Human Capital Management.

Ingbretson, R. (2012). Organizational development: customer service, it's all about customer satisfaction. Ingbretson Consulting. Retrieved April 24, 2012 from is-all-about-customer-satisfaction/143.htm (2012). Hierarchical organization structure. Retrieved April 24, 2012 from

Oshagbemi, T., and Gill, R. (2004). Differences in leadership styles… [END OF PREVIEW]

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APA Format

Organizational Structure.  (2012, April 26).  Retrieved May 23, 2019, from

MLA Format

"Organizational Structure."  26 April 2012.  Web.  23 May 2019. <>.

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"Organizational Structure."  April 26, 2012.  Accessed May 23, 2019.