In response to your request, we have analysed the company’s operations and have identified problem areas which may be the result of the company’s poor performance. With respect to the problems identified we have determined possible recommendations which would be useful in addressing these problem areas and facilitating the change you wish to see. Our report has set out the problems and suggested recommendations below:
Problem Areas
Based on the information you have provided to date about the business the below are the key problem areas identified which require immediate attention to improve the overall functioning of the business:
• Management Style
• Organisational Structure
• Lack of training
• Lack of motivation and potential for upward
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It acts as management’s formal and explicit attempts to indicate to the organisation’s members what is expected of them1.
Based on the analysis of the company and the information provided, there is clearly a structure in place, however, this structure is not being followed. Mr. Holford is communicating orders at will and irrespective of function instead of observing the lines of communication as established by the structure. This has resulted in confusion, interdepartmental conflicts and a duplication of efforts.
This is further impacted by Mr. Holford’s hand-off approach to leadership whereby he has left the running of the company ultimately to the supervisors who seem to lack clear direction since there appears to be no formal communication of goals and objectives and a no example of how the business should be run based on the tone at the top of the company. Change
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This can be done through departmental meetings and one-on-one discussions with employees. In refining or implementing the new structure consideration needs to be given to the division of work tasks, layers of management in the organization, number of workers reporting to a single manager or supervisor, nature of departmentalization i.e by function or product, the level of formalization of rules and procedures and the level at which decisions should be made 2. These are all factors which will be integral to developing a structure which is suitable for the company.
Some of the benefits to the company of developing a good organizational could include the following 3:
i) Conflicts over jurisdiction by individuals are kept to a minimum ii) Eliminates overlapping and duplication of work iii) Facilitates communication at all levels of organisational hierarchy iv) Results in increased cooperation and a sense of pride among members of the
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