Scenario: Organizational StructureThe organization is divided into three divisions: food, toys, and supplies. Each division has its ownproduct development, merchandising, marketing, sales, supply chain, and retail operations department.Although some of these departments collaborate on major projects, such as nationwide marketingcampaigns, they usually work independently. The company also has other departments that cover allthree divisions, such as Human Resources (HR) and Informational Technology (IT).The Manchester and Denver offices are headed by the vice presidents (VPs) of each location. Most ofthe remote workers report to the VP at Manchester, although a handful are associated with the Denveroffice as well. Each office has its own divisional and departmental managers, and although thesemanagers are given some independence on how to manage their teams, most decisions must beapproved by their VPs or the executive leadership in Manchester. Organizational CommunicationThe company primarily relies on formal communication methods such as email and in-person meetings;however, each colocated division also has its own preferred communication tools. Communication toolsvary from comments in live documents (through Google’s G Suite applications or Microsoft Office 365)to instant messaging tools (through Skype, Teams, or Slack) to in-office whiteboards.Employees and managers often note in feedback surveys that they do not receive information in atimely, consistent fashion, and that more often than not, they hear about major changes and initiativesthrough the grapevine or through informal conversations with coworkers. Employees on shared-servicesteams (HR and IT) also note that the different team cultures and communication preferences acrossdivisions and locations make it difficult for them to collaborate and communicate with their coworkers. Question 1. Describe the strengths and weaknesses of the current communication practices being used across functions, and recommend better ways to communicate that meet the organization’s needs.
Scenario:
Organizational Structure
The organization is divided into three divisions: food, toys, and supplies. Each division has its own
product development, merchandising,
Although some of these departments collaborate on major projects, such as nationwide marketing
campaigns, they usually work independently. The company also has other departments that cover all
three divisions, such as Human Resources (HR) and Informational Technology (IT).
The Manchester and Denver offices are headed by the vice presidents (VPs) of each location. Most of
the remote workers report to the VP at Manchester, although a handful are associated with the Denver
office as well. Each office has its own divisional and departmental managers, and although these
managers are given some independence on how to manage their teams, most decisions must be
approved by their VPs or the executive leadership in Manchester.
Organizational Communication
The company primarily relies on formal communication methods such as email and in-person meetings;
however, each colocated division also has its own preferred communication tools. Communication tools
vary from comments in live documents (through Google’s G Suite applications or Microsoft Office 365)
to instant messaging tools (through Skype, Teams, or Slack) to in-office whiteboards.
Employees and managers often note in feedback surveys that they do not receive information in a
timely, consistent fashion, and that more often than not, they hear about major changes and initiatives
through the grapevine or through informal conversations with coworkers. Employees on shared-services
teams (HR and IT) also note that the different team cultures and communication preferences across
divisions and locations make it difficult for them to collaborate and communicate with their coworkers.
Question
1. Describe the strengths and weaknesses of the current communication practices being used across functions, and recommend better ways to communicate that meet the organization’s needs.
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