Organizational Structure & Culture CMA Scenario Study Deliverable Length: 1,200 words, APA formatted (with minimum of 3 references) Assignment Objecti

Organizational Structure & Culture CMA Scenario Study Deliverable Length:

1,200 words, APA formatted (with minimum of 3 references)

Assignment Objectives:

Develop a practical understanding and application of specific actions, processes, and techniques needed to move into the “next generation” of organizations.

Identify and describe organizational situations.

Assignment Details:

Cameron Mechanical & Automation, Inc. (CMA) is a fictional company that has been in business and operating in the Silicon Valley since 1998. The company began as a successful Internet-based company (dot-com) and experienced great success with the introduction of high technology. The company also experienced decline with other dot-coms in 2001. As a result, CMA restructured and focused on its primary products; that is, computer components. The early changes in the company were done quickly to downsize. Although many other companies failed during this time, CMA managed to move forward.

CMA rebounded and continued to manufacture and sell its components to computer manufacturers worldwide. The company structure was divided into product divisions, with each division focused on specific components. For the company, this structure was meant to streamline sales and delivery worldwide.

In 2008, the economy had an effect on company profits, but the chief executive officer (CEO), Jared Smith, was in a position to focus on several internal strategic areas, including structure, work design, motivation, conflict, and company culture as a whole. To stay profitable, the company had to eliminate several management positions in an effort to flatten the organizational chart. Many of the responsibilities fell to the employees, and many people resisted the change.

As the economy recovers, CMA continues to rebuild. Since 2012, the company has been divided into a functional structure that includes four departments: Research and development (R&D), marketing, production, and finance. Each department is headed by a vice president who has responsibility over each of the functional areas. The company currently sells components to computer manufacturers. As technology continues to advance, the CMA R&D department and its vice president, Kevin Adams, are feeling pressure to keep up with the competition. However, because of the differentiation and separation between the departments, the CEO is concerned that communication is hampered.

Because of the current structure and culture, the vice presidents who run each division of the company have autonomy and are able to use different leadership styles. For example, the vice president of marketing, Jim Stevens, uses a more democratic leadership style, while the vice president of production, Melissa Simons, is adamant that her autocratic or transactional style is the only way to get results. Each leadership style has advantages, but the lack of consistency between divisions may be causing problems for the company as a whole. Further, the CEO is concerned that the workforce may not be as diverse as it should be, but he is not sure how to address the issue.

It is the end of the day, and you are meeting in Jared’s office to talk about his conference with the vice presidents.

Jared, the CEO, says: “We talked about how we can change the infrastructure so that it helps organizational culture run efficiently and consistently. Everyone is getting the same message now about how structure and culture need to work in a healthy company.”
“You know, it would help if I had something that explained the link between culture and structure. I need to talk to the board about the changes we’re making, and I will be talking to staff about what they can expect to happen over the next 6 months. You’re a better writer than I am, and I could use a well-written explanation for my discussions.”
Jared also says, “Besides explaining the link between culture and structure in this assignment, and based on the problems that CMA has had, what additional changes would you suggest for the company? I want to include your recommendations in the agenda for the next quarterly meeting with the board.”

Assignment Scenario Attached: Assignment Scenario
Cameron Mechanical & Automation, Inc. (CMA)
Cameron Mechanical & Automation, Inc. (CMA) is a fictional company that has been in business and operating in
the Silicon Valley since 1998. The company began as a successful Internet-based company (dot-com) and
experienced great success with the introduction of high technology. The company also experienced decline with
other dot-coms in 2001. As a result, CMA restructured and focused on its primary products; that is, computer
components. The early changes in the company were done quickly to downsize. Although many other companies
failed during this time, CMA managed to move forward.
CMA rebounded and continued to manufacture and sell its components to computer manufacturers worldwide. The
company structure was divided into product divisions, with each division focused on specific components. For the
company, this structure was meant to streamline sales and delivery worldwide.
In 2008, the economy had an effect on company profits, but the chief executive officer (CEO), Jared Smith, was in a
position to focus on several internal strategic areas, including structure, work design, motivation, conflict, and
company culture as a whole. To stay profitable, the company had to eliminate several management positions in an
effort to flatten the organizational chart. Many of the responsibilities fell to the employees, and many people resisted
the change.
As the economy recovers, CMA continues to rebuild. Since 2012, the company has been divided into a functional
structure that includes four departments: Research and development (R&D), marketing, production, and finance.
Each department is headed by a vice president who has responsibility over each of the functional areas. The
company currently sells components to computer manufacturers. As technology continues to advance, the CMA
R&D department and its vice president, Kevin Adams, are feeling pressure to keep up with the competition.
However, because of the differentiation and separation between the departments, the CEO is concerned that
communication is hampered.
In the last employee satisfaction survey, the CEO became aware of growing feelings of mistrust between employees
and managers. Hiring practices are also under scrutiny and criticism, because allegations of nepotism have been
leveled at the company. For these reasons and others, employee turnover and absenteeism is on the rise in all four
divisions. Staffing problems have made it difficult to meet customer expectations as the demand for company
products grows.
Because of the current structure and culture, the vice presidents who run each division of the company have
autonomy and are able to use different leadership styles. For example, the vice president of marketing, Jim Stevens,
uses a more democratic leadership style, while the vice president of production, Melissa Simons, is adamant that her
autocratic or transactional style is the only way to get results. Each leadership style has advantages, but the lack of
consistency between divisions may be causing problems for the company as a whole. Further, the CEO is concerned
that the workforce may not be as diverse as it should be, but he is not sure how to address the issue.
The CEO has hired you as an external organizational development consultant to help him identify problem areas and
to understand where changes should be made within the company. Over the next few weeks, you will also be
working with the CEO and managers in all four divisions of the company to help establish these changes. Your
various responsibilities will also include talking with employees at each level of the company to get a better
understanding about underlying problems.
So far, you are seeing inconsistencies in leadership practices in each of the departments, and you are concerned that
while the company is trying to improve its communication protocol, the different leadership styles may be creating
confusion. For example, when you talked to one of the production employees, Sonja Diaz, she explained that she
had many ideas for helping to streamline the production process, but feels she cannot share them because of the
transactional leadership. In the marketing department, one sales rep, Jerry McVie, felt that he was not being
challenged with his current goals and is even considering leaving the company to join one of the competitors. Lack
of communication between the divisional leaders might also be the cause of conflict between the departments
because they operate in silos. This separation between divisions may also be having a negative effect on middle
management staffing issues.

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