netrashetty
Netra Shetty
Russell Stover Candies, Inc. is a supplier of candy, chocolate, and confections in the United States. They are headquartered in Kansas City, Missouri.
CFO
Richard (Dick) Masinton
Co-President
Scott Ward
COO
Thomas Ward
“Employees, teams, departments, and divisions struggle, often at cross purposes to hit a seemingly fleeting strategic target,” (Clemmer 1). Further, misalignment also brings a weak knowledge of the target market, multiple, unnecessary layers of employees and management, and too many decision makers and paper trails,
In organizations where there is strategy-structure alignment, value is created for employees of the firm and its customers. Clemmer goes on to say, “Organization structure and individual values align and support the strategy, designed intentionally to allow for maximum effectiveness and efficiency in creating a specific and enduring type of value for customers,” (1). For the employee there is a clear understanding of organizational strategy with a structure that allows the employee to ultimately serve the needs of the firm’s customers. Alignment also keeps the purpose of the organization simple and clear, promotes employee involvement of decision making and strategic direction, keeps the structure flat and to a minimum, and allows a better opportunity for communication.
The "organizational revolution" provided businesses with the means and actual "goods" to begin thinking about the end of scarcity. Determining weak links in the organization, the causes of problems and acquiring new ideas from the environment all could contribute to radical change.
New knowledge or inventions could also create organizational revolution. This is particularly true in the case of Industrial Revolution in America wherein during the first stages of the Industrial Revolution, the United States experienced exceptional abundance.
The goods may not necessarily be actual goods but views or principles that could help the organization move forward. Letting go of what the organization has been accustomed to doing but is no longer applicable is one way. For instance, using typewriters. Currently, this machine is no longer applicable because computers are not only faster but are also capable of performing numerous tasks at the same time.
Hiring new and capable personnel is also another way to cope with organizational revolution. These new personnel are equipped with knowledge and skills that could augment and boost the existing manpower capabilities.
Interaction with clients provides input which could help the organization cope with radical changes. This enables the organization to determine the needs and desires of the customers, making them more innovative and effective.
CFO
Richard (Dick) Masinton
Co-President
Scott Ward
COO
Thomas Ward
“Employees, teams, departments, and divisions struggle, often at cross purposes to hit a seemingly fleeting strategic target,” (Clemmer 1). Further, misalignment also brings a weak knowledge of the target market, multiple, unnecessary layers of employees and management, and too many decision makers and paper trails,
In organizations where there is strategy-structure alignment, value is created for employees of the firm and its customers. Clemmer goes on to say, “Organization structure and individual values align and support the strategy, designed intentionally to allow for maximum effectiveness and efficiency in creating a specific and enduring type of value for customers,” (1). For the employee there is a clear understanding of organizational strategy with a structure that allows the employee to ultimately serve the needs of the firm’s customers. Alignment also keeps the purpose of the organization simple and clear, promotes employee involvement of decision making and strategic direction, keeps the structure flat and to a minimum, and allows a better opportunity for communication.
The "organizational revolution" provided businesses with the means and actual "goods" to begin thinking about the end of scarcity. Determining weak links in the organization, the causes of problems and acquiring new ideas from the environment all could contribute to radical change.
New knowledge or inventions could also create organizational revolution. This is particularly true in the case of Industrial Revolution in America wherein during the first stages of the Industrial Revolution, the United States experienced exceptional abundance.
The goods may not necessarily be actual goods but views or principles that could help the organization move forward. Letting go of what the organization has been accustomed to doing but is no longer applicable is one way. For instance, using typewriters. Currently, this machine is no longer applicable because computers are not only faster but are also capable of performing numerous tasks at the same time.
Hiring new and capable personnel is also another way to cope with organizational revolution. These new personnel are equipped with knowledge and skills that could augment and boost the existing manpower capabilities.
Interaction with clients provides input which could help the organization cope with radical changes. This enables the organization to determine the needs and desires of the customers, making them more innovative and effective.
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