Assignment 4 Business 100 Name Background Information Needed ✓ Solved

Assignment 4 Business 100namebackground Information Needed To Answ

Review the organizational chart below and the different types of company hierarchies: Key Learning: Organizational Structures: Tall versus Flat Hierarchies. A tall hierarchy is a traditional way to organize management with many levels of employment and a few employees reporting up each level. For example, at Starbucks, baristas report to store managers, who report to regional managers, who report to executives at headquarters, ensuring consistency and efficiency. Employees can advance by moving up the chain, gaining more management responsibilities. Conversely, some businesses prefer a flat hierarchy, where employees have more empowerment and make decisions collaboratively, as exemplified by Zingerman’s Delicatessen, founded by Paul and Ari. In such structures, decision-making is decentralized and encourages creativity.

Question 1: Organizational Structure - Based on your knowledge of hierarchies, would you say that this company has a tall hierarchy or a flat hierarchy and why?

· Tall Structure

· Flat Structure

Background information for Question #2: Human Resources Cycle

Review the memo detailing the company's HR process: The HR cycle begins with recruiting, including campus recruiting at career fairs and through LinkedIn targeting professionals. Qualified candidates undergo phone screens and in-person interviews, with approximately 10% of interviewees hired. After onboarding, employees set goals within 30 days, engage in ongoing performance conversations, and participate in formal reviews around their anniversary date. Compensation and promotion decisions are made based on these reviews. When employees exit, formal exit interviews are conducted. This completes the cycle described.

Question 2: Human Resources - What step of the Human Resources Cycle is missing from the memo? · Recruit · Employ · Reward · Manage · Develop · Transition or Exit

Why is the missing step so important?

Background for Question #3: Leadership Style

You are asked to help improve the leadership style of a team leader based on the memo: The leader describes a performance-driven approach, emphasizing hard work, pushing employees to their limits, and maintaining a high-performance culture. The leader’s background includes working upward through performance, demanding a lot, and expecting colleagues to match their work ethic and results.

Question 3: Leadership Style - Identify this leader’s leadership style: · Pacesetting · Visionary · Affiliative · Coaching · Coercive · Democratic

Explain why you selected that style. Also, provide 2 benefits and 2 drawbacks of this leadership style.

Next steps

To complete the assignment: Save the document to your desktop, log into your class portal, and submit your work under Assignment #4. If issues arise, contact your instructor for feedback and resubmission options. Congratulations on completing this assignment!

Paper For Above Instructions

In analyzing the organizational structure of the company described, it appears to be a tall hierarchy. This conclusion is drawn from the description emphasizing multiple levels of management, such as store managers reporting to regional managers, who report to headquarters executives. The clear chain of command and the focus on consistent training and supervision support this assessment. A tall hierarchy facilitates efficiency, standardization, and clear hierarchical authority, which aligns with the description provided about Starbucks. It allows employees to climb the organizational ladder, contributing to career development and maintaining quality control across outlets. Conversely, a flat hierarchy, as exemplified by Zingerman’s Delicatessen, fosters empowerment and creative decision-making at all levels, which is less structured and more collaborative.

Regarding the Human Resources cycle, the memo thoroughly describes recruiting, onboarding, performance management, and exit procedures. However, it omits a crucial phase: Reward. Reward encompasses compensation, benefits, recognition, and motivational incentives that reinforce desired behaviors and engagement. This step is essential because it directly influences employee motivation, satisfaction, and retention. Without a formal reward process, employees may not feel adequately recognized or motivated, which can impact overall performance and morale.

The missing Reward step is significant because it creates a direct link between performance and recognition, fostering a positive work environment and encouraging ongoing high performance. Effective reward systems also support strategic goals by aligning individual rewards with organizational objectives. Therefore, omitting this step could hinder the effectiveness of the HR cycle and the company's ability to motivate and retain talent.

The leadership style of the described leader aligns most closely with the Pacesetting style. Pacesetting leaders set high standards for performance and drive employees to achieve rapid results, often working intensely themselves to inspire similar effort from staff. The leader emphasizes that everyone must keep up with their demanding performance levels, pushing colleagues to exceed their previous limits. This style suits the leader’s focus on results, work ethic, and high-performance culture.

Benefits of the pacesetting leadership style include:

• Rapid achievement of goals: The drive for high performance can accelerate organizational success and productivity.
• High motivation among high performers: Employees who thrive under pressure may feel energized and committed when expectations are clear and challenging.

However, drawbacks include:

• Risk of burnout: Continuous high-pressure environments can demoralize staff and lead to stress or burnout.
• Potential for decreased collaboration: The focus on individual performance might limit teamwork and create a competitive, rather than cooperative, culture.

In conclusion, the company's organizational structure appears tall, promoting efficiency and standardization, while the HR cycle lacks a reward component, which is crucial for motivation and retention. The leader’s style exemplifies pacesetting, driving high performance but also posing risks of burnout and reduced teamwork. Recognizing these dynamics can help the organization refine its structures and leadership approaches to foster sustainable growth and employee satisfaction.

References

• Jones, G. R. (2013). Organizational Theory, Design, and Change. Pearson.
• Robbins, S. P., & Coulter, M. (2018). Management. Pearson.
• Daft, R. L. (2015). Understanding Organizational Behavior. Cengage Learning.
• Northouse, P. G. (2021). Leadership: Theory and Practice. Sage Publications.
• Armstrong, M. (2014). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR from the Outside In: Six Competencies for the Future of Human Resources. McGraw-Hill Education.
• Herzberg, F. (1966). Work and the Nature of Man. World Pub. Co.
• Fayol, H. (1949). General and Industrial Management. Pitman.
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. (2012). The Science of Training and Development in Organizations. Psychology Press.
• Yukl, G. (2012). Leadership in Organizations. Pearson.