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Essay / Research Paper Abstract
This 7-page paper focuses on the fictitious study of Smith & Falmouth, which covers leadership organization and restructuring. Bibliography lists 3 sources.
Page Count:
7 pages (~225 words per page)
File: AS43_MTsmifoul.rtf
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Unformatted sample text from the term paper:
and Canada. Smith & Falmouth has recently started an e-tailing division (S&F Online). Because time is of the essence in any type of Internet/online venture, CEO chair Irene Seagraves moved
quickly to put in place a web design team and a marketing manager, who was responsible for coordinating marketing and logistics activities with the parent company. The project manager handled
operations; his six-member development team maintaining the online sales channels; and the project manager worked closely with the logistics manager. The coordination between the teams has brought good results. But
Irene wants more - its time to streamline the operations and to make more money; all within nine months. In this scenario, were taking on the role of COO, the
person who is responsible to make all of this happen. The problem we face here is twofold. First, there is resentment because
of the organizational shift of adding another person to the hierarchy. Second, streamlining is code word for "downsizing." Someone - or someones - will have to be let go.
Methods of Control & Organizational Culture The formal methods of control start at the top (the CEO), move through the COO, and are
broken into three "teams," headed up by the project manager (James Argyle) and the logistics manager (Brian Kervor). The marketing manager, Adam Searle, coordinates everything between the departments, and determines
marketing budgets. Informally, of course, things are vastly different. The employees are close-knit, though Argyle resents interference and is competitive and Kervor tends
to be a "by the numbers" kind of guy who lacks any kind of creativity. Searle, while well-liked, can also be an annoyance; is "gung-ho" attitude is suspect by a
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