netrashetty
Netra Shetty
AskMeNow Inc. was an American public corporation, specializing in mobile search and mobile advertising. The Irvine, California based company officially launched in November 2005 and ceased operations in late 2008. AskMeNow's primary offering was a consumer mobile search product which utilized proprietary technology to offer a natural language based interaction and dynamic content provision platform
CEO
Darryl Cohen
Director
Sandro Sordi
Typically in a small business start-up the team lacks a set standard in structure that will actually work for them. The standards are yet to be set in place and in turn end up hurting company growth, progress and even revenue. However, most new startups all go through this phase because there isn't a set standard in design for every company. So that being said most companies have different types of organizational structure. Sometimes it takes weeks, months, and even years to get a structural plan in place that works best for a company.
A new business owner will call all the shots and make all the decisions, so it's somewhat impossible to think about proper organizational structure until a company has reached a certain point in revenue, employees, and business. Before any business can proceed from a start up, it must have the one boss calling all the shots, and in most cases would be the CEO or co-founders. All the decisions and support come straight from the top in one centralized region of the company. The founder or co-founders take all the serious matters and address them appropriately until the company can grow enough to have people put into place to achieve this for them. When they can a proper hierarchy can put set in place.
In a retail start-up situation, it would be the group of people in charge of the books, and getting the business of the ground would address solutions on a personal basis. Most big companies like Dell, McDonalds, or even Wal-Mart surely had to start in the phase at one point in time.
In any organization, the equilibrium of the company shifts in instances when change is introduced. This is the existing condition in S&F Online. The change in leadership and shifts in the hierarchy in the organization has manifested an adverse effect on the behavior of the personnel. Though it appears that a particular leadership style is required to ensure the acquisition of the overall goals of the business unit, the Chief Operating Officer has to find a way to correlate the organizational behavior and the performance of the organization.
The company has appointed a new Chief Operating Officer in their S&F Online unit. The CEO of Online operations of S&F gave the directive to streamline the online operations, increase the reach of the Online Sales Channel, and make S&F Online a profitable strategic business unit. However, after being introduced to the team and instituted office, the Chief Operations Officer’s presence is resisted and at the very least met with halfhearted reaction from the teams. The following discussions shall present the observations pertaining to the methods of control and existing cultures in the said business unit.
In the company, there are two major methods of control that exists. First, there is the method of control that pertains to the output of the teams. (Gencturk and Aulakh 1995, 755) Basically, this type of control places emphasis on the actual targets of the company. The existence of this control method is seen in the overt actions provided by the CEO of S&F. It is customary for those in the management position to adhere closely to the set of objectives with specific results. This means that the output is deemed more important in as much as the means intended to realize these outcomes. Hence, it shows that the company’s teams enjoy a considerable degree of independence with respect to the methods they used for reaching their respective targets pre-defined by the S&F management.
Another method of control is manifested in the written explicit knowledge in the organization. (Durant and Warber 2001, 221) These include the policies as well as the rules and objectives of the organization. Both items provide a prescribed set of rules that presents the specific manner on which tasks are to be performed. However, given the departmentalization present in the company as manifested in the division of labor as well as the decentralized decision making assigned to teams, it shows that these existing policies, rules and regulations are merely directory in nature.
2.2 Existing Cultures in the Organization
Apparently, the chain of command in the business unit is rather limited to the team leaders and the Chief Operations Officer. This makes the issue of rank to some extent irrelevant. (Rahman and Zanzi 1995, 290) Since the organizational structure is rather flat, the business unit readily feels the adverse attitude of the employees with reference to the change in the organization.
In the same regard, the segmented and decentralized structure of decision making as appropriated into the teams are considerably exacerbated by the existence of numerous cliques. This indicates that the informal structures of the organization tend to have a great influence on the actual behavior of the employees.
CEO
Darryl Cohen
Director
Sandro Sordi
Typically in a small business start-up the team lacks a set standard in structure that will actually work for them. The standards are yet to be set in place and in turn end up hurting company growth, progress and even revenue. However, most new startups all go through this phase because there isn't a set standard in design for every company. So that being said most companies have different types of organizational structure. Sometimes it takes weeks, months, and even years to get a structural plan in place that works best for a company.
A new business owner will call all the shots and make all the decisions, so it's somewhat impossible to think about proper organizational structure until a company has reached a certain point in revenue, employees, and business. Before any business can proceed from a start up, it must have the one boss calling all the shots, and in most cases would be the CEO or co-founders. All the decisions and support come straight from the top in one centralized region of the company. The founder or co-founders take all the serious matters and address them appropriately until the company can grow enough to have people put into place to achieve this for them. When they can a proper hierarchy can put set in place.
In a retail start-up situation, it would be the group of people in charge of the books, and getting the business of the ground would address solutions on a personal basis. Most big companies like Dell, McDonalds, or even Wal-Mart surely had to start in the phase at one point in time.
In any organization, the equilibrium of the company shifts in instances when change is introduced. This is the existing condition in S&F Online. The change in leadership and shifts in the hierarchy in the organization has manifested an adverse effect on the behavior of the personnel. Though it appears that a particular leadership style is required to ensure the acquisition of the overall goals of the business unit, the Chief Operating Officer has to find a way to correlate the organizational behavior and the performance of the organization.
The company has appointed a new Chief Operating Officer in their S&F Online unit. The CEO of Online operations of S&F gave the directive to streamline the online operations, increase the reach of the Online Sales Channel, and make S&F Online a profitable strategic business unit. However, after being introduced to the team and instituted office, the Chief Operations Officer’s presence is resisted and at the very least met with halfhearted reaction from the teams. The following discussions shall present the observations pertaining to the methods of control and existing cultures in the said business unit.
In the company, there are two major methods of control that exists. First, there is the method of control that pertains to the output of the teams. (Gencturk and Aulakh 1995, 755) Basically, this type of control places emphasis on the actual targets of the company. The existence of this control method is seen in the overt actions provided by the CEO of S&F. It is customary for those in the management position to adhere closely to the set of objectives with specific results. This means that the output is deemed more important in as much as the means intended to realize these outcomes. Hence, it shows that the company’s teams enjoy a considerable degree of independence with respect to the methods they used for reaching their respective targets pre-defined by the S&F management.
Another method of control is manifested in the written explicit knowledge in the organization. (Durant and Warber 2001, 221) These include the policies as well as the rules and objectives of the organization. Both items provide a prescribed set of rules that presents the specific manner on which tasks are to be performed. However, given the departmentalization present in the company as manifested in the division of labor as well as the decentralized decision making assigned to teams, it shows that these existing policies, rules and regulations are merely directory in nature.
2.2 Existing Cultures in the Organization
Apparently, the chain of command in the business unit is rather limited to the team leaders and the Chief Operations Officer. This makes the issue of rank to some extent irrelevant. (Rahman and Zanzi 1995, 290) Since the organizational structure is rather flat, the business unit readily feels the adverse attitude of the employees with reference to the change in the organization.
In the same regard, the segmented and decentralized structure of decision making as appropriated into the teams are considerably exacerbated by the existence of numerous cliques. This indicates that the informal structures of the organization tend to have a great influence on the actual behavior of the employees.
Last edited: