Coca Cola called the new structure a “team-based operating model” that would create new roles for both salaried and hourly leaders at the company and increase pay for leaders and workers in some departments such as deli and bakery. Provide a brief discussion of the Team-based organisational structure and highlight the benefits and shortcomings thereof?

Coca Cola called the new structure a “team-based operating model” that would create new roles for both salaried and hourly leaders at the company and increase pay for leaders and workers in some departments such as deli and bakery. Provide a brief discussion of the Team-based organisational structure and highlight the benefits and shortcomings thereof?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 2DQ

See similar textbooks

Similar questions

Describe the primary differences between manufacturing and service technology. How do these differences influence the type of Structure that will be most effective?
10/Com is a company that provides consulting services. The executives of the company are not particularly concerned with how the consultants approach their work as long as the desired result is achieved. They are interested in maintaining the status quo and encourage competitiveness between consultants by rewarding the top performers for each quarter. Identify and explain the characteristics of the organisational culture displayed by solution.Com. Explain the characteristics of solution.Com’s corporate culture.11. Sarah wants to build an innovative culture. What changes would she make to the structure and culture of the organisation to create a more innovative culture? 12/. Sarah chooses to use OD. Organisational development as her change method. Explain this method, explain the underlying values of the method and explain any two techniques of this method.
The task I am struggling with:Mt. Kinley is a strategy consulting firm that divides itsconsultants into three classes: associates, managers, and partners. The firm has been stable in size for the last 20 years, ignoring growth opportunities in the 90s, but also not suffering from a need to downsize in the recession at the beginning of the 21st century. Specifically, there have been – and are expected to be – 200 associates, 60 managers, and 20 partners.The work environment at Mr. Kinley is rather competitive. After four years of working as an associate, a consultant goes “either up or out”; that is, becomes a manager or is dismissed from the company. Similarly, after six years a manager either becomes a partner or is dismissed. The company recruits MBA’s as associate consultants; no hires are made at the manager or partner level. A partner stays with the company for another 10 years (a total of 20 years with the company).a) How many new MBA graduates does Mt. Kinley have to hire every…
With the aid of examples, discuss the three main managerial skills identified as pre-requisites for sound management. 1.2 Explain the relationship between management and organisational performance. 1.3 Provide a discussion on the primary activities of Porters’ Value Chain model. QUESTION TWO 2.1 Distinguish between the classical management approach and the Behavioural and human relations approach. 2.2 Explain how the contemporary approaches are relevant to managing business organisations today. Use examples to support your answer. QUESTION THREE 3.1 Explain the nature/characteristics of the business environment and provide examples to help substantiate your answer. 3.3 By conducting an environmental analysis, we have identified key factors of the business environment that has been affected by an epidemic such as Covid-19. As a business consultant you have been asked to provide feedback on the relevant indicators and effects of each factor to senior levels of management:3.3.1 Social…
If two restaurant managers disagreed about which restaurant should get additional funds to pay for extra staff on the restaurant floor, what would be the source of their conflict? a) Differing task goals b) Organizational structure c) Differing values d) Resource constraints
Green Lawns International School Green Lawns was established in 1960 by Mr Alim Shadid as a small international boarding school. It expanded slowly through the 1970s and 1980s but gained a solid reputation for excellent teaching and impressive examination results. Mr Shadid built up a team of highly qualified staff, many of whom held advanced academic qualifications and had many years of successful teaching experience and examination results. His democratic management style worked well in a small organization. He was respected and knew all of the staff personally. Teachers were delegated authority and were allowed a great deal of personal autonomy as long as they achieved excellent results. They had high levels of motivation and worked hard, and the school had very low staff turnover. In the 1990s, however, the school expanded to 800 students. Mr Shadid, stressed with the effort of directing all aspects of the business, decided to look for a buyer. He changed the legal structure to…
Green Lawns International School Green Lawns was established in 1960 by Mr Alim Shadid as a small international boarding school. It expanded slowly through the 1970s and 1980s but gained a solid reputation for excellent teaching and impressive examination results. Mr Shadid built up a team of highly qualified staff, many of whom held advanced academic qualifications and had many years of successful teaching experience and examination results. His democratic management style worked well in a small organization. He was respected and knew all of the staff personally. Teachers were delegated authority and were allowed a great deal of personal autonomy as long as they achieved excellent results. They had high levels of motivation and worked hard, and the school had very low staff turnover. In the 1990s, however, the school expanded to 800 students. Mr Shadid, stressed with the effort of directing all aspects of the business, decided to look for a buyer. He changed the legal structure to…
Having a suitable organisational structure will enhance the competitive advantage of the Coca-Cola Co. in light of this statement, explain the importance of organizing and evaluate the fundamentalfactors to consider when determining the best span of management for operating leaders at theCoca-Cola Co.
1.Brief discussion of the concept: Organisational Culture and culturalorientations in Microsoft 2.Briefly introduce the business you have selected to analyse and its need forenhancing organisational culture, including their elements and challenges.3.Analysis of the business and the situation before and after the decision toinvest in redevelopment of organisational culture for performance.4.Discussion of the findings (cultural orientation, opportunities and challenges),discussing them in relation to the theories and the models taught5.Statistics on their success6.Lessons learnt by the organisation7.Evidence-based recommendations
Following a benchmark exercise, the CEO of B company, a food manufacturer, decided that several changes were required in order to maintain competitiveness. These included; - A change in structure in order to improve the focus on particular products and customers – Tighter control of costs – The introduction of a more entrepreneurial culture Having decide that these changes were necessary, the CEO e-mailed all heads of departments indicating that the following few months, the company would move from functional structure to a divisional structure. Existing functional heads would be interviewed for senior posts in the newly – created divisions in open competition with other applicants. The job specifications for the new divisional heads included requirements that the new heads would drive the changes, including a rapid transition to a more entrepreneurial culture and the implementation of new control mechanisms to contain costs. The CEO delegated the change program implementation…
2. Distinguish between an organic organization and a mechanistic organization in terms of the four key building blocks of an organizational structure. Which organizational structure, organic Or mechanistic structure, is preferred in supporting cost-leadership strategy ? Explain your opinion.
1. Identify any four different organisation types of your choice. Using rea-world examples, define and describe each of the chosen organisation types. With the aid of the table, explain the differences between the chosen four organisational types. Use examples such as private, public, charitable etc. 2. Using one of the four organisational types described in task 1, identify its key internal and external stakeholders and their interests. Using a stakeholder mapping and the Power/Interest Matrix, evaluate the organisation’s key stakeholder needs and influence. Your matrix should include recommended strategies for managing relationships with the various key stakeholders. 3.