Business Structures and Legal Environment – D078 1st Task

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3078.1.1 : Designing Effective Organizations

The graduate explains how the structure of an organization impacts its effectiveness in the context of critical circumstances.

Introduction

Todays business environment requires leaders to have competency in designing organizations to effectively achieve strategic goals. In this task, you will choose an organizational structure that will positively affect a consulting firms ability to effectively achieve goals and explain your choice in relation to the four factors that affect organizational design. You will also be asked to evaluate the impact of an organizational structure on one of the consulting firms goals.

Scenario

You have decided to create a consulting business to address increasing market needs for sustainability and innovation in the community. You want to emphasize how businesses can make incremental changes in the workplace to achieve sustainable results that increase profitability and brand reputation. The mission of the company is to facilitate sustainable social, economic, and environmental development opportunities for the good of businesses in the community. Your goals for this company include the following:

Be a mission-driven, for-profit organization that will create partnerships that result in sustainable changes for the community.

Achieve a level of success so your consulting firm can raise your citys ranking in the Most Sustainable and Innovative Communities list from the top 20% of all U.S. communities to the top 10%.

Assess the sustainability and innovation needs of 30 businesses in the local community in the first year. You will then share the results of those assessments with all business stakeholders to generate feedback that will be used to develop and implement proposals for consulting.

Hire three university students as part-time interns to help you develop an organizational structure.

Before you design a business venture plan that includes its organizational design, you will identify how the business will generate revenue. You are interested in seeking investors in the business community who want to take a leadership role in the business and its decision-making.

You are excited about this opportunity and begin considering the organizational structure for your consulting business.

Note: Additional employees may be hired in the future.

A. Describe the organizational structure you would choose for the consulting business in the scenario by doing the following:

1. Describe the main features of one of the following organizational structures and how this structure applies to the scenario: **** Minimum Two Paragraphs ****

functional

divisional ***** Please Use ******

matrix

teams

2. Using the chosen organizational structure described in part A1, explain how each of the following four factors works within the chosen organizational structure for the consulting business in the scenario: *** Minimum Four Paragraphs ( Minimum One Paragraph Each) ****

functions or departments

chain of command

centralized or decentralized structure

level of formality

B. Describe one of the following organizational theories, including how it can be used to support the organizational structure described in part A1: **** Minimum One Paragraph ***

scientific management

bureaucratic **** Please Use *****

administrative

neoclassical

modern

contingency/situational

C. Explain how organizational structure can impact business effectiveness by doing the following: *** Minimum Two Paragraphs ***

1. Identify one of the goals from the scenario for the consulting business.

2. Explain how the chosen organizational structure from part A1 can impact the consulting businesss ability to meet the goal identified in part C1.

Rubric:

A1:CHOSEN ORGANIZATIONAL STRUCTURE

Not Evident

The submission does not describe the main features of a functional, divisional, matrix, or teams organizational structure. Or the submission does not explain how the selected organizational structure applies to the scenario.

Approaching Competence

The submission describes the main features of a functional, divisional, matrix, or teams organizational structure, but the description is inaccurate. Or the submission does not accurately describe how the selected organizational structure applies to the scenario.

Competent

The submission accurately describes the main features of a functional, divisional, matrix, or teams organizational structure and accurately describes how the selected structure applies to the scenario.

A2:CHOSEN ORGANIZATIONAL STRUCTURE AND THE FOUR FACTORS

Not Evident

The submission does not use the organizational structure described in part A1 to explain how the 4 given factors (i.e., functions or departments, chain of command, centralized or decentralized structure, level of formality) work within the chosen organizational structure for the consulting business in the scenario. Or 1 or more of the given factors are missing.

Approaching Competence

The submission uses the organizational structure described in part A1 to explain how the 4 given factors (i.e., functions or departments, chain of command, centralized or decentralized structure, level of formality) work within the chosen organizational structure for the consulting business in the scenario, but the explanation of 1 or more of the given factors is not logical. Or the explanation does not accurately explain how 1 or more of the given factors work within the selected organizational structure for the consulting business in the scenario.

Competent

The submission uses the organizational structure described in part A1 to logically and accurately explain how each of the 4 given factors (i.e., functions or departments, chain of command, centralized or decentralized structure, level of formality) works within the chosen organizational structure for the consulting business in the scenario.

B:ORGANIZATIONAL STRUCTURE ALIGNED WITH ORGANIZATIONAL THEORY

Not Evident

The submission does not describe 1 of the given organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational) or does not include how the theory can be used to support the organizational structure described in part A1. Or the submission does neither of these.

Approaching Competence

The submission describes 1 of the given organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational), including how the theory can be used to support the organizational structure described in part A1, but the description of the organizational theory is inaccurate, or it is unclear how this theory can be used to support the organizational structure described in part A1.

Competent

The submission accurately describes 1 of the given organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational), including a clear description of how this theory can be used to support the organizational structure described in part A1.

C1:BUSINESS GOAL

Not Evident

The submission does not identify 1 goal for the consulting business.

Approaching Competence

The submission identifies 1 goal for the consulting business, but the goal is not from the scenario.

Competent

The submission identifies 1 of the goals from the scenario for the consulting business.

C2:ORGANIZATIONAL EFFECTIVENESS OF CHOSEN STRUCTURE

Not Evident

The submission does not explain how the organizational structure described in part A1 can impact the consulting businesss ability to meet the goal in part C1.

Approaching Competence

The submission explains how the organizational structure described in part A1 can impact the consulting businesss ability to meet the goal in part C1, but the explanation is not clear, contains inaccuracies, or omits required information.

Competent

The submission clearly and accurately explains how the organizational structure described in part A1 can impact the consulting businesss ability to meet the goal identified in part C1.