Dome Productions Case Study

As the company grows its flat organisational structure will have to develop to handle the chain of command as well as continue a

In the book Last Shot: Mystery at the Final Four by John Feinstein, Susan Carol Anderson can be considered a best friend. The author writes, “Stevie knew he was jumping up and down and screaming and acting completely unprofessional. He didn’t care. Someone was pounding him and hugging him. It was Susan Carol.”

There is a clear chain of command each playing a part within the organisational structure and examples of the functions of Fayol’s management theories can be offered for each.

In this report I aim to produce a large organisation that will, if created, be successful within its market. I shall search and provide relevant background research and empirical evidence to help create the organisation. The main aims for this report are to produce an organisational and management structure that is appropriate for the company I aim to create.

The sporting franchise industry is highly competitive, and must remain competitive of emerging trends in technology, and consumers. Sports franchises monitor these trends in order to plan a strategy for marketing event tickets and advertisements. Moreover, there must obtain multiple sources of revenue in order to be successful.

(c) “It was also widely claimed that a modern sports infrastructure would have positive impacts for the quality of life of local populations, as well as enhancing the image of provincial cities (p. 74)”. While the building of these huge stadiums had been promised to be a benefit to the general public, often the stadiums end up being used by professional sports teams instead of generating any youth integration into community building through the usage of these stadiums following the mega-event. In turn, these mega- events seem to serve the “civic/corporate elite” rather than the

Fourth phase is coordination, the organization can accomplish growth with this phase is by utilizing the formal system to increase more prominent coordination through more proficient distribution of the corporate and nearby assets. A greater amount of staff parts are enlisted in this stage which will give more representatives to work and have better administration given to the clients. This will likewise help investment opportunities in global business sector. The last but not least is the fifth phase; collaboration. In this stage, development happens and initiative is more adaptable and behavioral. At this state, the quick “problem solving by cross-functional teams, reduction and reintegration of headquarters staff members, matrix types of structures with the right teams solving appropriate problems, conferences of key managers frequently held to solve significant problems, educational programs used for managerial training,

The case does not delve into specific factors and rather talks about the various departmental cultures and motivators. The company’s growth strategy is disconnected from the organizational strategy and communications at the highest level are lacking or ineffective.

The new organization structure presented in exhibit 2 suggests the dotted line relationship between plant employees and home office executives. Dotted-line reporting describes a relationship between an employee and a secondary supervisor/leader that provides additional oversight and guidance to the employee in the execution of his/her work. Since Mr. Pierce has never worked at the major line production facility, cross functional relationships could help him to supervise the actual production or other spheres that he lacked experience in. On the other hand, cross functional relationships presented by dotted lines usually creates ambiguity within the structure. Connecting individual employees with dotted lines to functional vice presidents can result in confusion over who can direct the employees’ tasks. As was discussed previously,

We have explored the option of broadcasting the games in-house and through Monumental Network. Majority owner of Monumental and both teams, Ted Leonsis expects that “Monumental Network could one day broadcast Caps and Wizards games, in addition to other local programming.” Leonsis would like to wait until Monumental is a little but more profitable because he is dealing with player contracts, the Verizon Center venue and labor costs in his

A large corporation like; ‘Apple’ or a small enterprise like ‘Power up fitness’ both share some common characteristics; they both have missions, visions and objectives that serve as the “light house” of their business. For these establishments to operate effectively and accomplish their objectives, an organized set of procedures will have to be legislated, implemented and executed.

The growth stage moved from Phase 1 creativity to Phase 2 Direction. As a startup, Cadence had a directive and concentrated management style. Senior leaders were close to the team and the action, and made most of the key decisions. It did not have a formal strategic management process. However, as Cadence grew, it was hard to manage increased number of employees through informal communications. The mid-management must be strengthened to get decisions made at the right level. Additional capital and new accounting procedure was needed for financial control. Founder burdened with unwanted management responsibilities rather than focusing on creativity. At this time, a new strong leadership that had knowledge and skills to build a new management team and introduce new business techniques was required for the firm to expand into a broader market to achieve future growth. Peter was the leader with directive and dominant personality, and could lead Cadence to success through the time of industry transformation.

Self-directed work teams which help the individual franchisees that contribute to the company. This directive brings out self-management responsibilities in the individual franchisees.

In the case study, there is the highlight of the manager known as Bart; who managed the organization known as Galaxy Toys Toledo, Ohio branch. He was responsible for management from the year 1969; during which he succeeded in making various changes that had the effect of making fortunes for the company. In his management style, there was very minimal or no employee involvement in the management process. Moreover, there was the highlight of him undertaking the training of the workers to adopt a way of working that would have the end result of increasing the rate or volume of production in the entire company.

Growth is associated with a higher degree of administrative intensity, as the proportion of employees occupying staff positions grows1 (Cullen et al., 1986; Bartol et al., 2001). 3. Organizational growth is associated with greater recourse to formal rules and regulations to manage behaviour and coordinate activities. That is, larger organizations exhibit a tendency to be more bureaucratic than small organizations (Goodling and Wagner, 1985; Bartol et al., 2001). 4.