1.0 IntroductionManagers or departmental heads are often referred to as uncaring, insincere, unsupportive, and disconnected. With high employee turnover in many firms, studies have shown that it’s affecting many firms. Obviously, management structures in firms are deficient. Because many firms try to reinvent traditional management structures to suit its current firm’s operations and demand from its workforce, even if the firm formulate good policies, yet bad management structure in any firm will offer poor modeling and practice through traditional behaviors (Amaral and Uzzi 2007). The Aquarius Advertising Agency is a middle-sized company that offer two basic advertising services to its customers or clients: (1) complete plans for media (such as TV, newspaper, radio, Internet and billboards), and customized plans for advertising campaign (such as layouts and slogans).
Additional services that are offered by the firm to its clients include: marketing research to test advertising effectiveness, and marketing and distribution of products. In Aquarius Advertising Agency, a gap can be found in the organizational structure, between levels of management structure and each employee in firms from the bottom up. The Aquarius Advertising Agency has realized the need to meet the ever changing demands of its clients.
This is why the firm wants to re-organize its management structure so that it can have a more cohesive management structure that supports the deliverance of innovation, creativity, cooperation, collaboration, and teamwork; may nurture improve productivity and processes among all. 2.0 Analysis of Key Problems2.1 Management ProblemThe Aquarius Advertising Agency wants to change its management structure in response to competition pressures from its competitive. The firm’s has a tradition management process that makes it difficult to manage growth.
The firm used the board of directors; being the decision making organ to launch growth, but this approach has not helped the firm in improving customer service or controlling costs. 2.2 Hierarchical arrangement Traditional structure that has been existence at the firm encourages expansion of a hierarchical arrangement. Starting from supervisor in the middle management in the firm’s department levels before encountering the President; this type of a system has proved to be a mismatched with today’s business environment. The excess in decisions and power are left up to the board of directors instead of distributed to the firm’s departments.
Therefore, the board of directors in essence will do little to implement change and improve the firm’s quality of business. The primary purpose of the board of director’s is coordinating business functions, and serving the delegation of duties, while organizing and planning resources. 2.3 Contradictory Process Traditional structure at the firm is serving a contradictory process in the delegation of managers and supervisors within a single department. Traditional structure has been found not to focus dynamic, creative and fast changing business environment.
Therefore, the firm departmental heads are not able to work effectively will employees of each departments (Repenning 2002). 2.4 Communication Problems Employees in the firm work under many layers of management structures. Most of the communication at the firm originate at the top (i. e. board of directors), and flows downward through the firm’s various departments or layers. Therefore, employees or workers that are found in the lower most or at the bottom of the firm’s chain of command usually experience difficulty communicating with other employees in other departments, as the firm’s organizational structure prohibits the horizontal flow of interactions or communication among its employees.
Therefore, workers at the firm often lack the ability to communicate upward, and this barrier prevents the receipt of workers feedback. In modern organizational structures, workers in a firm communicate with each other (or with peers) throughout the firm, and many firms have been found to encourage workers to express their concerns or ideas with senior management (Repenning 2002).