Insomnia Cookies

Organization Structure and Design at Insomnia Cookies What do you think the current organization chart at Insomnia Cookies looks like? Is this structure appropriate for its needs? Explain. What forces have most influenced the structure of Insomnia Cookies? Describe CEO and founder Seth Berkowitz’s p of management. The organization chart is quite confusing because employees of Insomnia Cookies perform beyond their role of duty that they are supposed to. An organization structure should reflect the company’s management chart and the roles and responsibilities of the employees (Lehmann, 1998).
In this case, the structure is disorientated. Now, the organizational chart at Insomnia Cookie is divided in three parts, which consists of the top management, middle management, and the lower management. The Chief Executive Officer come founder sits at the part of the top management. The Marketing Director, Chief Operation Officer, Finance Director and the Operations Coordinator in the middle part of management, while the lower management includes the marketing team, managers, bakers and delivery staffs. At Insomnia Cookies, the Manager force influenced most of the structure in the company.
Every manager thinks in a different way. As factors such as experience, knowledge and values shape the person’s way of thinking and perception, some issues could occur when running a company. The executive staffs at Insomnia Cookies are lean, which consists of the Chief Executive Officer (also the founder), a Marketing Director, a Chief Operating Officer, and an Operations Coordinator. When Insomnia Cookies first formed its company, all managers were new and nobody have tried managing a company, thus solution for every issue were made and done only when something serious came up.

The task force influenced the change of the activities in Insomnia Cookies. According to Certo and Certo (2012), task includes the degree of technology in performing a task. When issues about managing labour costs, food costs and inventory management came up, the Chief Operating Director began with a system and database to manage costs. He multitasked as he went down to store to work with the bakers while he need to manage the operation of local store marketing to ensure the local store growth to be seen as a whole to the global standard.
Using the factors that were stated by Koontz (1966), the similarity of functions factor explains that the activities performed by individuals that are under the supervision of Seth Berkowitz are dissimilar. The complexity of functions factor is hard to achieve because the subordinates each have their own complex tasks. Lastly, the coordination factor and the planning factor has negative tendency when the work done needs much coordination and especially when the manager spends much time sorting out plans. With all of these, it is concluded that Seth Berkowitz’s p of management is narrow.

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