What Are The Shortcomings Of A Smaller Organization Versus A Larger Organization: Milne's Manufacturing And Design LTD Case Study, UC, New Zealand

Worksheet 1 - Purpose of Organisation

1. Describe the type of organization.

2. What is the organizational structure?

3. Identify the organisation's mission statement. Compare and contrast the core values and the mission statement; do they share the same vision and message? Why or why not?

4. What are the shortcomings of a smaller organization versus a larger organization based on the concepts of effectiveness and efficiency?

5. Who makes the strategic and operational decisions?

6. What are the potential or real issues with the decision-making that is occurring?

7. Who in the organization has the responsibility and authority to make future decisions?

8. Based on previous decisions made (real or potential), what issues can you foresee or have seen arise (if any)?

9. Based on the components of Fayol's Functions of Management model, identify and explain how any future ideas/strategies/goals or decisions within the organization, will be impacted.

10. Which hard and soft skills do you think need improving on and why?

11. What different managerial skills need to be emphasized depending on the type of organization you are operating in?

Worksheet 2 - Development of Management Theories

1. What management philosophy can you identify?

2. Justify your answer to question one by identifying how this management philosophy affects efficiency and effectiveness within the workplace.

3. From the examples provided, and your own research, design an outline of an employee wellness program:

a. What are the key factors?

b. What other variables need to be considered?

c. Resourcing? (time, money, and people)

d. Identify sustainability practices for long-term strategy.

Worksheet 3 - Internal Stakeholders

1. Who are the internal stakeholders?

2. What are their primary roles/interest in the organization?

3. How much emphasis do you consider should be placed on "keeping them happy"?

4. Based on your answer to question three, why?

5. Based on your knowledge, what (if any) problem-solving methods have you seen implemented in the organization?

6. Based on your answer in question five, have the methods employed led to operational effectiveness and efficiency?

7. Based on your learning, what other problem-solving methods would you recommend for future planning of your organization? *Your recommendations will be included in the executive summary for management.

8. Based on your answer to question seven, what identifiable risks do you foresee being exposed if effective and efficient problem-solving methods aren't actioned, in regards to the needs/wants of internal stakeholders.

Worksheet 4 - External Stakeholders and Risk

1. Who are the external stakeholders?

2. What are their primary roles/interest in the organization?

3. Complete SWOT analysis: (templated) *Your recommendations will be included in the executive summary for management.

4. Complete PESTEL analysis: (templated) *Your recommendations will be included in the executive summary for management.

5. What collaborative partnerships are used or could be useful within I the general environment?

6. Based on your answer in question five, what are the key drivers with these collaborative partnerships, in relation to aiding the efficiency and effectiveness of accounting, operations, HR, and marketing/sales within the organization?

BUSINESS STRUCTURE

Up until two years ago, Edgar held the position of CEO, however, he decided to spend more golf score and so now resides on the current board of directors. The new CEO, Maree John based on her previous experience as 2lC for a clothing manufacturing company which until structural changes. There she had initiated a new workplace culture set up that included in 'wellness' program for employees which also meant that employees were consulted on str This created a collaborative environment between management and employees. This was • Edgar's autocratic management style where decisions were often made by him without cor others.

The Board of Directors includes Klaus (Edgar's son) who has recently finished his BA in Corr through 25 years old is considered very young to be a Director, Klaus has immersed himself in Centre at Massey University and is a member of the B-Corporation which has a mandate to standards of social and environmental performance, accountability, and transparency*. B-C `from 42 countries and over 120 industries working together toward 1 unifying goal: to rec business." (Blab, 2005).

Other Board of Directors include:
Susan, who has experience as a Chief Finance Officer (CFO) with large NZ firms the Board for the local College as the financial advisor.

James, who has recently returned to NZ from the UK where he was involved in II distribution for UK companies that have moved their manufacturing operations to the Philippines. His expertise is in negotiating, developing, and maintaining relations with countries and in particular understanding business norms and working with over networks: forging foreign partnerships that work.

Giles, who loves strategic thinking; big picture concepts, and I. together the 'puzzle' of strategic and operational goals. Giles Director and sits on several boards including two not for profit

Scott, who is the newest Director to the Board. His background (HRM) where he has been involved in companies who have res engineering of positions (employee layoffs) and his strength is t between how operations need to work to achieve efficiency (sz effectiveness (performing well); which is not an easy feat.

The Board of Directors meets quarterly to revise the yearly strategic plan and assesses the plan against the company's operational objectives and whether they are meeting goals set or whether they need to be re-looked at. Because this is a growth company with a strategic mandate to look for overseas trade agreements, change is constant whether it is a forex exchange shift, change in individual country's trade regulations, or changes in political influence and networks.