The paper "Strategic Organization Design: Case of Sydney Theatre Company" is an exceptional example of a case study on management. Organization design (OD) concerns mapping out the organizational structure and aligning other organizational aspects, processes, strategies, and functions with the business. This report seeks to provide recommendations on five critical issues that the management at Sydney Theatre Company (STC) needs to get the right to enhance their survival chances in the long-term. The considerations are based on a review of STC’ s management processes as illustrated in the case study authored by Mobbs (2011). Organizational design Since this report intends to recommend how STC can enhance its sustainability in the long-term, the first recommendation relates to balancing the long-range development with a focus on short-term results in OD.
With this in mind, STC should know its vision for the long-term, and identify short-term functions that will help it attain them. Currently, STC has adopted the vision statement ‘ Theatre without borders” . It is thus clear that the theatre company seeks to take its plays beyond borders. Attaining such a vision will require the workforce to know it and internalize it. Additionally, the workforce needs to be guided on both the long-range and short-term functions needed to accomplish the vision.
Long-range development includes functions such as branding, people development, strategy and research, and development among others (Connor et al. , 2012). Notably, some of the aspects of the long-range development are already well addressed (e. g. branding). However, other areas such as people's development and research and development will require ongoing attention from the theatre company. By having comprehensive knowledge of its vision, STC can realign its short-term activities – e.g.
marketing campaigns, administration, sales, and operations – to support its long-term development and vision. Concentrating on short-term results, e.g. selling tickets may seem like the right thing to do in the short-term, but as Connor, McFadden, and McLean (2012) note, the pursuit of short-term results may jeopardize the long-term vision of a company through neglecting long-term strategies such as product development and branding.
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