Leadership In Action
Leadership in Action
How to be a Leader
How to be a Leader
My research and paper will describe the problems and achievements of the simulation “Leadership in Action”. This simulation is based on a company called Smith & Falmouth (S&F), who requires assistance to provide the company with conceptual information about the organization structure and to provide specific recommendation to be successful in the next three years. This paper will describe the formal culture of the organization and how this structure compares with other organizational structures. How the company’s informal culture influences their effectiveness and formal structure will also be addressed. I believe that is important to also mentioned the role of power and politics that will be looked at as well as which leadership style would be the most effective for the Chief Operational Officer (COO) for S&F’s structure and culture.
Organizational culture is defined by McShane-Von Gilnow as the division of labor as well as the patterns of coordination, communication, workflow and formal power that direct organizational activities. (http://www.stu.uophx.edu/secure/resource/resource.asp Chapter 17, p506) The current structure of S&F resembles a Functional Structure. This type structure organizes employees around specific knowledge or resources. (Chapter 17, p 516). This can be seen by how S&F is currently divided into the following workforce product divisions: Web development team, a logistic team, and a marketing team. The project manager of S&F is currently responsible handling the web operations team , who currently has six members. This team is responsible for maintaining online sales, comprising the website and handling the online payments. The program manager is also in charge to work closely with the logistic manager who has three members in the logistic team. The logistic team is in charge of all the orders, customer support, and delivery operations and must report all...
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