PLANNING AND ORGANIZING 11
Businessesprimarily aim at enhancing their profit making capabilities andsustainability in both the long-term and the short-term. A largeproportion of this depends on the on the planning and organizingcapabilities of the organization or business entity, which is guidedby the structure, culture and the mission or vision statements of theorganization. These are incorporated in the firm’s management plan,which underlines a blueprint for the manner in which the organizationoperates both in the long-term and the day-to-day operations. Themission statement incorporates the standard techniques foraccomplishing varied things such as undertaking the actual tasks ofthe organization, handling finances, or addressing the manner inwhich individuals in the organization accomplish their tasks, as wellas the overall intellectual and philosophical framework within whichthe techniques function.
MissionStatement: Aided by the talents of its employees, the company aims athaving the capacity to offer its clientele a high quality, customizedsystems, relevant technology, and superior support and service, aswell as services and products are not only easy to purchase but alsoto utilize. We also aim at ensuring that the products instill prideof ownership, value for money and impeccable value while protectingthe customer’s information.
Inthe company’s commitment to respect for the planet, persistentinnovation and quality, we aim at exceeding the expectations of theclients with regard to the provision of customized software productsthat enhance the safety and privacy of customer information.
Amission statement underlines a written declaration pertaining to abusiness entity’s core focus and purpose that normally remainsunaltered over time. It defines the organization, the basis for itsbeing, and the reason for existence. A vision statement, on the otherhand, outlines what the business would do and the reason for itsexistence in the future, as well as the defined goals that are to beaccomplished within a particular date. Essentially, the missionstatement captures the need for the company to persistently improveand enhance the quality of its products so as to safeguard theprivacy of the customers and its reputation in the long-term.
Theorganizational structure comes as extremely important in therealization of the vision and mission of a business entity. Itdefines the manner in which activities such as supervision, taskallocation and coordination are directed in the achievement of theobjectives of the organization. It also determines the manner inwhich the roles, responsibilities, and powers are assigned,coordinated and controlled, as well as the manner in whichinformation flows between the varying management levels (Harigopal,2006).It may be acknowledged that the structure would be subject to thestrategies and objectives of the organization. In instances wherethere is a centralized structure, the top management layer wouldincorporate a large proportion of the decision-making capabilities,as well as a tight control over the varied divisions and departments.Cyber Software Inc., on the other hand, would have a decentralizedstructure where the decision-making capabilities would bedistributed, with the divisions and departments incorporating someindependence.
Itmay be acknowledged that the organizational structure that is createdin this case is decentralized, with decision-making and dailyoperation responsibilities being delegated by top management t thelower and middle-level managers in the organization, thereby enablingthe top management to concentrate on major decisions (Harigopal,2006).
Whilethe decentralization may appear to be taking the power away from thetop management, there are varied benefits that Cyber Software Incwould reap from the same. First, there would be increasinglyefficient decision-making capabilities, which is enabled by the factthat the manager in a department would have the capacity to makedecisions at a considerably faster rate without necessarily seekingthe attention or the authority of the individuals above them(Harigopal,2006).This comes in handy particularly in panic situations where the fastaction would underline the difference between gaining and losing aclient such as Baltimore City Government
Inaddition, the employees would be empowered much more, thereby givingthem an incentive to exercise their creativity and innovation inenhancing the security and privacy of the client’s information.Indeed, scholars have underlined the fact that employees would bemuch more empowered through providing them with more independence formaking their decisions, which eventually gives them a sense ofimportance as they evidently would be having a larger stage indetermining the course of the organization. In addition, it enablesthem to make considerably better utilization of the experience andknowledge that they have obtained, as well as implement their ideasand innovativeness in enhancing the objectives of the company.
Further,such a decentralized structure would relieve Jackson of the burden ofrunning the entity the entire time. It is evident that Jackson isoverwhelmed by decision-making regarding which individual in the newdevelopment division should be charged with what tasks.
Chief executive officer
Legal Affairs manager
Research and Development Manager
Kelvin,the research and development manager, is an investor, writer andprogrammer. In 2003, Kelvin and Stephen Weber launched Cleanweb,which was among the first software as a service company. The softwarewas acquired by Google in 2008, with Kelvin being incorporated in themanagement team of Google. He, eventually, ventured out on his ownand established the company Prestige Inc. Ltd, which has beenundertaking consultancy services for corporations on programming andsecurity.
Mr.Logan has immense experience in the programming field, as well as thedevelopment of software. He is known to have played a key role in thedevelopment of Safeexchange, a software that allows customers toundertake foreign currency exchange transactions online, as well asmake transfers from their bank accounts to others across thefinancial sector. He also played a crucial role in identifying theloopholes in Target security systems and created a software thatwould enhance the same and alow for identification of possiblethreats to the system.
Roberts,or the “Big Bob”, as he is popularly known, gained popularity forhis role in the development of successful marketing strategies ofTarget. He remains a respected player in the field having created amarketing consultancy firm called Trackem, which not only createsmarketing techniques but also tracks their suitability andperformance.
Perhapsone of the most respected lawyers in the modern society, Mrs. Nathamis recognised for her work in the advising of business entities onnumerous legal matters. She represented Target in its privacy suit.She brings in a wealth of experience having worked in other companiessuch as Paypal and Payoneer.
Mr.Wo brings in a wealth of experience on financial matters having beenin Google Incs management team. He has managed to steer numerouscompanies up the path of financial success even when they were infinancial ruin including entities such as Galitos Inc and Barba Inc.he has also written numerous books on financial management and is arespected consultant in the field.
Thisdecentralised organisational structure comes in handy consideringthat Cyber Software Inc is a technology based company that aims atpromoting innovativeness in all its undertakings. Essentially, theresearch and development division would need to be left under theleadership of a manager whose sole job is ensuring proper cordinationamong the individuals involved. This would eliminate the overlappinginstances. A centralized organisational structure wuld have beeninnappropriate given the fact that the managers may not comprehend orhave sufficient capacity to make decisions pertaining to everydepartment (Paton&McCalman, 2000).In addition, the seriousness of the privacy breach necessitate that aquick and speeedy decision-making process is established, which canonly be done in a decentralised organisational structure asdemonstrated in the chart (Paton&McCalman, 2000).This would give the programmers sufficient leeway to be innovativeand exercise their independence as far as coming up with appropriateproducts is concerned, while also ensuring that there is an elementof team work in the department and the entity at large. The mainreason why the programmers diverged is because there was no centralcontrol, agap that will be covered by the research and developmentmanager. While he will exercise control over the resources and thetasks that are accomplished or rather the individuals that take partin the creation of the same, the programmers still remain independentand autonomous to carry out the requisite tasks and decide on themost appropriate ones at any given time.
Theorganizational culture also plays a fundamental role in theachievement of the objectives of a business entity. It underlines thebehavior of individuals within a particular organization, as well asthe meaning that individuals attach to the same (Paton&McCalman, 2000).It may also include the values, expectations, experiences, andphilosophy that holds the entity together and is demonstrated in theself-image, interactions and inner workings, as well as the futureexpectation. This is founded on the shared beliefs, customs,attitudes, formal and informal rules that are developed over time andseen as valid in an entity.
Themost appropriate culture for the company would be task-culture. Thisculture places emphasis on getting the tasks accomplished, with theculture seeking to bring together the right resources and appropriatepeople within the right level so as to assemble the relevantresources necessary for completing the project (Harigopal,2006).It is acknowledged that this culture is reliant on the unifyingcapability of the group to enhance the efficiency and assistindividuals in identifying the organization’s objectives.Essentially, it is a team culture in which the results of the work ofthe team would take precedence over the objectives of theindividuals, as well as a large proportion of the differences instyle and status (Harigopal,2006).It is worth noting that the influence would be founded largely onexpert power rather than person or position power, in which caseinfluence would be more widely dispersed compared to other cultures.
Underliningthe suitability of the task culture is the fact that the productionof results is subject to the teamwork. Indeed, project teams andgroups or task forces are created for a particular reason and may becontinued, abandoned and reformed. Essentially, as much as the fourprogrammers would remain in the entity, they would have to work as ateam and come up with appropriate products that would eliminate theloopholes in the development of products and the role-overlap. Ofparticular note is the fact that it also enhances the capacity of theentity to respond fast since every group ideally incorporates all thedecision-making capabilities that are required. This also complementsthe decentralized organizational structure as it offers a high degreeof autonomy, easy working relationships and judgment by results, aswell as mutual respect on the basis of capacity rather than status orage (Paton&McCalman, 2000).Task culture has been deemed appropriate in instances wheresensitivity to the environment and market conditions, and flexibilityare crucial, where the speed of reaction is critical, and where themarket is considerably competitive. In such a culture, control wouldbe exercised by the senior managers in the departments who regulatethe allocation of resources, people and projects although they exertconsiderably little control over the daily tasks or techniquespertaining to procedures and working. As noted, it is necessary that
Inconclusion, the organizational culture and structures of a businessentity are crucial to the completion and achievement of the goals andobjectives of a business entity. These must be aligned to the statedmission statement and vision statement of the business entity, whichare determined by the goals and objectives that the company wascreated to accomplish. In the case presented, the most appropriatestructure would be a decentralized one so as to allow for the speedymaking of decisions to combat situations such as the ones thatoccurred in the Baltimore City Government. This would be complementedby a task-oriented culture, where teams are brought closer to eachother by the tasks.
Harigopal,K. (2006). Managementof organizational change: Leveraging transformation.New Delhi [u.a.: SAGE.
Paton,R. A., & McCalman, J. (2000). Changemanagement: A guide to effective implementation.London [u.a.: Sage.