You read about and practiced with various concepts regarding organizational structure and culture, which affect employee
Posted: Wed Jul 06, 2022 12:04 pm
You read about and practiced with various concepts regardingorganizational structure and culture, which affect employeebehavior and success. Read the scenario carefully and provide yourresponse to the checklist items regarding the organizationalstructure and culture in the fictional organization providedbelow.
Scenario (fictional):
An industry consulting firm has the following structure andculture:All the employees at this consulting firm work full-time. All thefull-time consultants report to various industry directors,depending on the industry contract. The company employees workmostly from home, with directors or consultants renting temporaryoffice space with or without videoconferencing when needed foreither client meetings or vendor meetings. The company is verysuccessful and has an expanding client base. There are very fewrules or expectations at the company, as the CEO also believes inkeeping processes very simple.
The previous president retired about 6 months ago, and the CEO,together with a human resources firm, hired a new president. Thenew company president they hired is extremely smart and expectseveryone at the company to display an expert demeanor as well.
About 2 months ago, the company’s employees (i.e., consultants)started receiving emails from the new president putting pressure onall of them to produce results in less time but pressuring them tocharge the clients higher fees without making any more money forthemselves. In addition, the new president now wants the staff tocome into the temporary office three times a week for meetings.Three months ago, the new president hired 30 new full-timeconsultants that seem more like salespersons than consultants toexisting employees. A few of the long-time consultants have beenemailing the CEO about these changes and suggesting they may goelsewhere. In the meantime, the finance director has detectedseveral anomalies in the contract terms and financial results fromsome of the new consultants and one or two of the existingconsultants.
Checklist:
Scenario (fictional):
An industry consulting firm has the following structure andculture:All the employees at this consulting firm work full-time. All thefull-time consultants report to various industry directors,depending on the industry contract. The company employees workmostly from home, with directors or consultants renting temporaryoffice space with or without videoconferencing when needed foreither client meetings or vendor meetings. The company is verysuccessful and has an expanding client base. There are very fewrules or expectations at the company, as the CEO also believes inkeeping processes very simple.
The previous president retired about 6 months ago, and the CEO,together with a human resources firm, hired a new president. Thenew company president they hired is extremely smart and expectseveryone at the company to display an expert demeanor as well.
About 2 months ago, the company’s employees (i.e., consultants)started receiving emails from the new president putting pressure onall of them to produce results in less time but pressuring them tocharge the clients higher fees without making any more money forthemselves. In addition, the new president now wants the staff tocome into the temporary office three times a week for meetings.Three months ago, the new president hired 30 new full-timeconsultants that seem more like salespersons than consultants toexisting employees. A few of the long-time consultants have beenemailing the CEO about these changes and suggesting they may goelsewhere. In the meantime, the finance director has detectedseveral anomalies in the contract terms and financial results fromsome of the new consultants and one or two of the existingconsultants.
Checklist: