A working strategy for achieving the 15% sales objective
A working strategy must be in place if the 15% sales objective is to be achieved. As part of the physical criteria for this scheme, there should be a blog that educates clients about the many footwear available and is updated frequently. Delivering the boots to the customers should be handled by enough delivery employees. The corporation should budget money specifically for the free shipment that is intended to attract customers. To help hotel visitors become comfortable with the footwear, a budget for the discounts should be established.
Organizational structure at LLB
Organizational structure is how activities of a company are planned, communicated, divided and carried out. This structure determines who is in authority, how they distribute responsibilities and how communication flows in the organization. The structure at LLB is centralized because a few people are involved in the long-term decision-making process (Meagher & Wang, 2014). The employees implement the directives that flow from the top management. The marketing director comes up with the marketing strategy for the products. The store manager involves himself with the day to day running of the repository ensuring the achievement of set goals. The purchasing manager buys the needed products through seeking suppliers and contractors. The finance manager makes long-term financial goals for the company through budgets, investments, and projections. The staff manager acts as a supervisor and ensures that every employee is doing the proper job.
Chart 1: Organization structure of LLB
Adhocracy organization culture at LLB
Adhocracy organization culture is best suited for enhancing alignment of people at LLB; it promotes creativity, and everyone takes risks to achieve success (Hartnell, Ou, & Kinicki, 2011). The freedom experienced would motivate the employees and management to work together hence achieving alignment. Adhocracy is more important at LLB than the other cultures because they are seeking ways to increase sales. There is, therefore, a need for innovation.
Organizational culture and its impact
Organizational culture is defined as the particular collection of behaviors and values that an organization holds dear, and they end up affecting how it operates (Desson & Clouthier, 2010). Organization culture affects its structure. The way things are done, which is the culture, dictates the structure of the organization from the beginning. It affects how communication flows, responsibilities are assigned and how others respond to them. The two are closely related.
Reference
Desson, K., & Clouthier, J. (2010). Organizational Culture – Why Does It Matter? In Symposium on International Safeguards International Atomic Energy Agency. Vienna, Austria.
Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework’s Theoretical Suppositions. Journal of Applied Psychology, 96(4), 677-694.
Meagher, K., & Wang, W. (2014). Firm Organization and Market Structure: Centralization vs. Decentralization. Organizational Economics Proceedings, 3(1), 1-23.
