When Exxon divested its fertilizer business in 1991, the Pakistani unit of the company became Engro Chemical. Over the years, the organization shed its bureaucratic ways and became much more decentralized. However, the structure of the marketing department still created a number of challenges for the organisation, so in 2008, Khalid Mir, General Manager Marketing, set out to restructure the marketing division. Despite following many savvy tactics in designing and implementing this restructuring the change process did not go as smoothly as expected and several nagging issues still remained. Fortunately, after careful analysis, Mir recognized that his new structure needed only additional tweaks and not another complete overhaul. 1.How would you describe the culture at Engro? 2.Why was there a need for restructuring? 3.What challenges did Engro face during the restructuring?
When Exxon divested its fertilizer business in 1991, the Pakistani unit of the company became Engro Chemical. Over the years, the organization shed its bureaucratic ways and became much more decentralized. However, the structure of the marketing department still created a number of challenges for the organisation, so in 2008, Khalid Mir, General Manager Marketing, set out to restructure the marketing division. Despite following many savvy tactics in designing and implementing this restructuring the change process did not go as smoothly as expected and several nagging issues still remained. Fortunately, after careful analysis, Mir recognized that his new structure needed only additional tweaks and not another complete overhaul.
1.How would you describe the culture at Engro?
2.Why was there a need for restructuring?
3.What challenges did Engro face during the restructuring?
4.Evaluate the outcomes of the structural change.
5.How would you describe Amazon's organizational culture? Discuss.
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