Organizational Structure & Culture CMA Scenario Study

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timer Asked: Feb 4th, 2019
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Question Description

Deliverable Length:

1,200 words, APA formatted (with minimum of 3 references)


Assignment Objectives:

Develop a practical understanding and application of specific actions, processes, and techniques needed to move into the "next generation" of organizations.

Identify and describe organizational situations.

Assignment Details:

Cameron Mechanical & Automation, Inc. (CMA) is a fictional company that has been in business and operating in the Silicon Valley since 1998. The company began as a successful Internet-based company (dot-com) and experienced great success with the introduction of high technology. The company also experienced decline with other dot-coms in 2001. As a result, CMA restructured and focused on its primary products; that is, computer components. The early changes in the company were done quickly to downsize. Although many other companies failed during this time, CMA managed to move forward.

CMA rebounded and continued to manufacture and sell its components to computer manufacturers worldwide. The company structure was divided into product divisions, with each division focused on specific components. For the company, this structure was meant to streamline sales and delivery worldwide.

In 2008, the economy had an effect on company profits, but the chief executive officer (CEO), Jared Smith, was in a position to focus on several internal strategic areas, including structure, work design, motivation, conflict, and company culture as a whole. To stay profitable, the company had to eliminate several management positions in an effort to flatten the organizational chart. Many of the responsibilities fell to the employees, and many people resisted the change.

As the economy recovers, CMA continues to rebuild. Since 2012, the company has been divided into a functional structure that includes four departments: Research and development (R&D), marketing, production, and finance. Each department is headed by a vice president who has responsibility over each of the functional areas. The company currently sells components to computer manufacturers. As technology continues to advance, the CMA R&D department and its vice president, Kevin Adams, are feeling pressure to keep up with the competition. However, because of the differentiation and separation between the departments, the CEO is concerned that communication is hampered.

Because of the current structure and culture, the vice presidents who run each division of the company have autonomy and are able to use different leadership styles. For example, the vice president of marketing, Jim Stevens, uses a more democratic leadership style, while the vice president of production, Melissa Simons, is adamant that her autocratic or transactional style is the only way to get results. Each leadership style has advantages, but the lack of consistency between divisions may be causing problems for the company as a whole. Further, the CEO is concerned that the workforce may not be as diverse as it should be, but he is not sure how to address the issue.

It is the end of the day, and you are meeting in Jared's office to talk about his conference with the vice presidents.

Jared, the CEO, says: "We talked about how we can change the infrastructure so that it helps organizational culture run efficiently and consistently. Everyone is getting the same message now about how structure and culture need to work in a healthy company."
"You know, it would help if I had something that explained the link between culture and structure. I need to talk to the board about the changes we're making, and I will be talking to staff about what they can expect to happen over the next 6 months. You're a better writer than I am, and I could use a well-written explanation for my discussions."
Jared also says, "Besides explaining the link between culture and structure in this assignment, and based on the problems that CMA has had, what additional changes would you suggest for the company? I want to include your recommendations in the agenda for the next quarterly meeting with the board."

Assignment Scenario Attached:

Assignment Scenario Cameron Mechanical & Automation, Inc. (CMA) Cameron Mechanical & Automation, Inc. (CMA) is a fictional company that has been in business and operating in the Silicon Valley since 1998. The company began as a successful Internet-based company (dot-com) and experienced great success with the introduction of high technology. The company also experienced decline with other dot-coms in 2001. As a result, CMA restructured and focused on its primary products; that is, computer components. The early changes in the company were done quickly to downsize. Although many other companies failed during this time, CMA managed to move forward. CMA rebounded and continued to manufacture and sell its components to computer manufacturers worldwide. The company structure was divided into product divisions, with each division focused on specific components. For the company, this structure was meant to streamline sales and delivery worldwide. In 2008, the economy had an effect on company profits, but the chief executive officer (CEO), Jared Smith, was in a position to focus on several internal strategic areas, including structure, work design, motivation, conflict, and company culture as a whole. To stay profitable, the company had to eliminate several management positions in an effort to flatten the organizational chart. Many of the responsibilities fell to the employees, and many people resisted the change. As the economy recovers, CMA continues to rebuild. Since 2012, the company has been divided into a functional structure that includes four departments: Research and development (R&D), marketing, production, and finance. Each department is headed by a vice president who has responsibility over each of the functional areas. The company currently sells components to computer manufacturers. As technology continues to advance, the CMA R&D department and its vice president, Kevin Adams, are feeling pressure to keep up with the competition. However, because of the differentiation and separation between the departments, the CEO is concerned that communication is hampered. In the last employee satisfaction survey, the CEO became aware of growing feelings of mistrust between employees and managers. Hiring practices are also under scrutiny and criticism, because allegations of nepotism have been leveled at the company. For these reasons and others, employee turnover and absenteeism is on the rise in all four divisions. Staffing problems have made it difficult to meet customer expectations as the demand for company products grows. Because of the current structure and culture, the vice presidents who run each division of the company have autonomy and are able to use different leadership styles. For example, the vice president of marketing, Jim Stevens, uses a more democratic leadership style, while the vice president of production, Melissa Simons, is adamant that her autocratic or transactional style is the only way to get results. Each leadership style has advantages, but the lack of consistency between divisions may be causing problems for the company as a whole. Further, the CEO is concerned that the workforce may not be as diverse as it should be, but he is not sure how to address the issue. The CEO has hired you as an external organizational development consultant to help him identify problem areas and to understand where changes should be made within the company. Over the next few weeks, you will also be working with the CEO and managers in all four divisions of the company to help establish these changes. Your various responsibilities will also include talking with employees at each level of the company to get a better understanding about underlying problems. So far, you are seeing inconsistencies in leadership practices in each of the departments, and you are concerned that while the company is trying to improve its communication protocol, the different leadership styles may be creating confusion. For example, when you talked to one of the production employees, Sonja Diaz, she explained that she had many ideas for helping to streamline the production process, but feels she cannot share them because of the transactional leadership. In the marketing department, one sales rep, Jerry McVie, felt that he was not being challenged with his current goals and is even considering leaving the company to join one of the competitors. Lack of communication between the divisional leaders might also be the cause of conflict between the departments because they operate in silos. This separation between divisions may also be having a negative effect on middle management staffing issues.

Tutor Answer

SirHarrytheGreat
School: Rice University

Attached.

Answer outline to RELATIONSHIP BETWEEN ORGANIZATIONAL STRUCTURE AND CULTURE
Introduction




Structure
Culture
Relationship

Conclusion


Running head: RELATIONSHIP BETWEEN ORGANIZATIONAL STRUCTURE AND CULTURE

Relationship between Organizational Structure and Culture
Name
Institutional affiliation
Date

1

RELATIONSHIP BETWEEN ORGANIZATIONAL STRUCTURE AND CULTURE

2

Structure and Culture
This report will explore the relationship between culture and structure of an organization. The
first assumption we make when thinking of the two elements is that organizational culture and
organizational structure impact each other and as such, there is the causal relationship between
the two elements because they lead to better performance. The first mechanism that links the two
elements is that organizational culture has a direct impact on the design of an organization’s
structure and the way the structure finds its strengths or in adapting to various changes within an
organization. Based on the understanding of the relationship between the two elements then there
is direct mutual interdependence as it will be explained further in this paper. Because
organization structure determines how the responsibilities and roles within an organization are
going to be allocated and be monitored communication between different levels of management
is dependent on the organization’s set goals and how well it wants to accomplish them (Kipley &
Lewis, 2011). In a centralized organizational structure all decisions are made by the top
management and all other departments below are controlled and monitored (Kipley & Lewis,
2011). On the other hand in a decentralized structure, all the decisions are delegated to the lower
departments, and this increases the speed of implementation and increases job satisfaction as
well.
Organizational structure can be gr...

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Anonymous
awesome work thanks

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