Using Teams In Organizations

This report is conducted to analyze the case study of Alex, who manages the business operation of the company by following the structure of competitors’ organizations and dividing the business operations into three categories. Below are the answers for question related to the questions asked in the last section of the case study:

Answer 1:

Alex who is president and CEO of the company has organised the business into three primary divisions. Each division of the company has its vice-president to manage the responsibilities and activities. The company’s warehouse is also organised into three categories, which are mostly comprised of receiving, fulfilment of the order, and service components, among other things. It is the warehouse group’s primary responsibility to oversee the operations associated with the receipt of supplies and components, the storage of items, and the delivery of those materials. The sales section of the corporation is in charge of all of the tasks associated with the selling of supplies and components in the company’s retail outlets. The cashiers and salespeople are the kinds of individuals who fall under this classification. The company’s service department is once again separated into two sections, which are comprised of the collision repair group, which is located in the main store while the service department is located in its satellite shop.

A second division has been made in the group responsible for collision repair: one group has experience in insurance rules, while the other has competence in fixing the damage produced by an accident. Alex has split the firm into several divisions or hierarchical roles, which has harmed both the operations and its profitability. The complexity related to hierarchical of the organisation is a significant hindrance to the coordination of efforts among the workers. The organization’s employment base is likewise unbalanced in terms of gender and ethnicity (Hurst, 2008). The workforce is made up of industry veterans as well as young individuals who are just starting and learning the ropes of the business. But Alex is renowned as a kind and understanding boss, and he has been successful in inspiring his staff to do their many job-related tasks and responsibilities. Furthermore, the human resource policies that have been implemented in the firm are highly current and successful in their design and implementation.

Alex’s primary goal has been to develop a strong work ethic in the company’s younger workers while also increasing the participation of the company’s older employees in the work process. Prior to being purchased by Alex, the majority of the company’s revenue was generated from the sale of RV-related accessories and components. Evans’ shops, on the other hand, were strategically placed in high-traffic regions of the metropolitan metropolis, which facilitated the development of the company’s commercial operations (Miles and Snow, 2003). Alex has strong managerial abilities, which he put to use to make the firm profitable. Alex studied the business procedures and patterns of newly-established firms in the market, and he built his business strategies in accordance with these observations. Alex was having significant difficulties in obtaining low-cost items from his vendors, which was causing him significant frustration. The absence of significant business for the firm, as well as the fact that Alex owned just two locations, were the root causes of this problem. Alex then set out to create catalogues for the firm for the company to be able to keep up with the purchasing trends of both elderly and young clients alike.

Answer 2:

Alex’s firm follows a business model that is generally followed by other businesses that have entered the market in recent years. Alex has expanded its activities by entering the wholesale market, allowing it to compete with the existing competitors in the industry (Sandermoen, 2017). The primary goal of the firm was to build a client base that included customers from every sector of the target industry by offering both wholesale and retail orders. The company’s outlets are strategically placed in high-traffic locations where the RV industry is thriving at the moment. The company concept that Alex had developed was not exceptional, because of the presence of similar products and services offered by the existing competitors of the organization in a similar industry. Nonetheless, one significant feature distinguishing Alex’s organisation from the others was the fact that it was owned and operated by local people. Alex, as a result, began extending his company’s offerings to include recreational services for consumers, as well as developing a catalogue of spare parts which are available for sale in the market.

Customers found the ordering procedure to be straightforward, and Alex took care of everything from placing orders to the existing distributors of the company to supplying them with catalogues and other materials. The growth of the firm, on the other hand, was unable to generate significant revenues for the organisation (Sugihara, 2016). The most pressing problem was the debt of 5 million dollars as it was paid by Alex because he was responsible for loan repay. The best advice that can be provided to Alex at this time is to concentrate his efforts on a significant portion of the company that is dedicated to leisure services. This will aid Alex in his efforts to increase the profitability of the firm while simultaneously attempting to reduce his obligations.

Answer 3

When it comes to staff collaboration and job completion, the positions of executives in the hierarchy in RV Wholesale Supply and Distribution’s organisational hierarchy have proven to be a source of contention. The teams of an organization that may be offered to Alex for the next year should include one team which would manage the role and responsibilities for financial transactions. It would be made up of seasoned personnel, and another team that would be responsible for all other aspects of the business.

The retail operations of the company will be handled by the second team of the company that would be made up of young people who will be able to provide innovative ideas.

The third team of the operation will be in charge to manage the entire operation and activities related to wholesale operations of the firm and will be responsible for delivering orders to clients.

On the other hand, the fourth team of the company will be in-charge to manage the activities of the customer relationship department that will assist them in preserving long-term client relationships with them.

Conclusion

The report concluded with the knowledge that Alex has the ability to form teams inside the business that will aid in the achievement of the goals. A smaller number of members in organizational hierarchies will be used by teams to better solve the difficulties that are encountered in the firm. The old organizational structure of the firm was unsuitable for Alex since the adaptation of hierarchies in its management system as such structure required more time to decide than is necessary. To enhance business sales, Alex will need to reorganise the whole organisation structure. It will allow him to grow the company’s revenues in the new sphere of operations.

References

Hurst, K. (2008). Primary Care Trust Workforce: Planning and Development. John Wiley & Sons.

Miles, R. and Snow, C. (2003). Organizational Strategy, Structure, and Process. Stanford University Press.

Sandermoen, K. (2017). Organisational structure: Making strategy happen. Adizes methodology in action. Sandermoen Publishing.

Sugihara, G. (2016). Niche Hierarchy: Structure, Organization, and Assembly in Natural Systems. J. Ross Publishing.