CMA Structure Change and Stress Management Project

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yoragvrm

Business Finance

Description

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."

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.


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

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Explanation & Answer

Attached.

Structure, Change, and Stress- Outline
Thesis: Organizational structure is a critical concept in an organization allowing for the efficient
allocation of roles and responsibilities as well as monitoring of communication between different
levels and sectors.
The paper analyzes Structure, Change, and Stress as follows:
I.
II.

Introduction
Relationship between Organizational Culture and Structure

III.

Organizational Change

IV.

Recommendation


Running head: STRUCTURE, CHANGE AND STRESS

Structure, Change, and Stress
Name
Institution

1

STRUCTURE, CHANGE AND STRESS

2

Structure, Change, and Stress
Introduction
Organizational structure is a critical concept in an organization allowing for the efficient
allocation of roles and responsibilities as well as monitoring of communication between different
levels and sectors. Organizational structure is a factor of organizational goals and how the
company seeks to achieve its objectives. In centralized organizational structures, the decisionmaking powers are retained at the top level management with all the other departments being
controlled and closely monitored. In a decentralized organizational structure, on the other hand,
the decision-making power is delegated to the lower levels of management; a factor critical for
increasing the implementation speed as well as the job satisfaction among employees.
It is worth noting that our company has made substantial steps in adapting the
organizational structure to fit the market needs as well as the achievement of corporate
objectives. To overcome the challenges associated with independent departments such as
ineffective communication, there is a need to tie the organization’s culture to the organizational
structure. The culture of an organization refers to the particular collection of norms and values
that are shared and controls the various interactions in CMA. Corporate culture...


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