Leadership in Action, Culture, Strategic Change

The competence to supervise others generally defines Leadership in most dictionaries (Hope, 2010, p. 4). Leaders obtain a position of power, have the most information, and give orders (Dana, Innkeeper, Russ, Wise, 2010, p. 509). This paper will address S&F methods of control, current organizational cultures, S&F strategy to improve, and how the improvements could affect S&F future. S&F Methods of Control Management of any organization must establish control methods adapt to its organization’s goals, and assets (Gustavo, Tome, Approval, Vera, 2010, p. 46). Control methods share several common characteristics.

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Control methods should include some of characteristic such, as crucial points, integrate into established processes, acceptances by employees, availability of information when needed, economic feasibility, accuracy, and comprehensibility (Gustavo, Tome, Approval, Vera, 2010, p. 46). The formal organizational structure of S and F Company consists of a formal chain of command (University of Phoenix). Organizational control is taking a systematic approach to understanding if you are doing what needs to be done. The critical points include areas of an organization’s operations exactly affect the success of its key operations.

Controls must consummate within these organization’s operations and should not bottleneck operations (Gustavo, Tome, Approval, Vera, 2010, p. 46). When Employees are involved in the configuration of controls there involvement can increase acceptance. The need to prioritize is usually important to complete assigned projects (Gustavo, Tome, Approval, Vera, 2010, p. 46). Costs associated with the projects the benefits of controls outweigh the costs. Accuracy provides factual information truthful, and constant. Controls must be easy to understand (Gustavo, Tome, Approval, Vera, 2010, p. 46).

Smith and Falmouth (S) a midsized tell- shopping mail-order network (University of Phoenix, 2010). S methods of control is a systematic process through which their project manager, egoistic manager, and marketing manager who reports to the COO, regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance (University of Phoenix, 2010). The managers are made aware of targeted volumes, they receive appropriate budget figures with other well defined objectives and standard of performance (University of Phoenix, 2010).

Informal cultures have roots within formal organizational structures (Goutier, Levin, 2009). S Organizational Culture Although informal cultures become apparent spontaneously among members f an organization themselves, it is shaped by the formal structure of the organization (Thomson, 2010, p. 85). Organizational culture is a concept in the avocation of organizational studies, which construe the psychology, attitudes, experiences, personal, and cultural values (Mclean, Yang, Ghent, 201 0, p. 763). The formal organizational structure of S and F Company consists of a formal chain of command (University of Phoenix).

Strategy Implementing strategy involves creating ways things are done, eliminating strategy proficiently& efficiently, and accomplishes results in timely manner Mclean, Yang, Ghent, 2010, p. 763). S strategy to improve involves (University of Phoenix). This strategy organizes employees around specific knowledge or resources (Thomson, 2010, p. 85). This can be seen by how S is currently divides into the product divisions: a web development team, a logistics team, and a marketing team (University of Phoenix). S strategy to improve will affect the size, organizational structure, individuals, groups, and teams.

The organizations improvements should lead to empowerment, a profitable successful future. In Conclusion It is very important to keep in mind an organization willingness to change.