Instructions For 10-12 Page Paper Follow This Order

Instructions10 12 Pages Paper Should Follow In The Order Of The Quest

Assume that you have been hired as a consultant to an old media company to design a new subsidiary to compete with FaceBook. Your task is to decide how this new organization would operate in terms of structure, culture, reward systems, and adaptability (change management). Using concepts from the entire course, write a report to the senior management of the old media company that:

1. Presents an organizational structure that fosters communication, innovation, performance, constructive conflict and free exchange of ideas and diversity of thought.
2. Ties the proposed structure to an organizational culture that meets the above objectives. Specifically, what are the defining characteristics of the culture and how will they generate desired employee behaviors?
3. Identifies the type of leader necessary for this new organization to be successful. What are the characteristics and behaviors necessary to lead this organization?
4. Presents a performance management systems that fosters collaboration, high performance and innovation in work teams
5. Addresses the problem of organizational stagnation and rigidity. Devise systems and procedures that question the dominant logic, encourage employees to think differently and raise difficult problems, and that create and receptivity to and acceptance of change.

Paper For Above instruction

In an era marked by rapid technological advances and dynamic market conditions, traditional media companies face the imperative to innovate and adapt to remain competitive. The emergence of social media giants like Facebook exemplifies the swift success that new organizations can achieve through innovative structures, cultures, and leadership. This paper outlines a strategic framework for establishing a new subsidiary within an old media company capable of competing in this fast-paced environment by focusing on organizational structure, culture, leadership, performance management, and change management systems.

Organizational Structure is fundamental to fostering an environment conducive to innovation and open communication. A decentralized, flat matrix structure is recommended. Such a structure reduces bureaucratic barriers, promotes cross-functional collaboration, and enables faster decision-making. By establishing teams that work across functions—such as marketing, product development, and customer engagement—the organization encourages diverse perspectives, constructive conflict, and free flow of ideas. This promotes an innovative ethos where employees feel empowered to experiment and challenge assumptions without fear of excessive hierarchy or strict hierarchical barriers.

Furthermore, integrating agile methodologies into the organizational framework enhances adaptability. Agile teams operate in short cycles—sprints—allowing rapid iteration, feedback, and adaptation. This fluid structure supports continuous learning, flexibility in product development, and responsiveness to market changes, aligning with the entrepreneurial agility exhibited by Facebook. Such a structure also emphasizes transparency and open communication channels, including regular town hall meetings, digital collaboration tools, and cross-functional knowledge sharing, reinforcing a culture of innovation and shared purpose.

Organizational Culture directly influences employee behaviors and organizational effectiveness. To support the desired structure, the culture must be characterized by innovation, risk tolerance, inclusivity, and a growth mindset. These characteristics cultivate a climate where employees are encouraged to experiment, learn from failure, and continuously improve. The culture should emphasize core values such as curiosity, openness, and agility. Recognizing and rewarding innovative ideas, providing autonomy, and fostering psychological safety are essential elements to embed this culture.

This culture generates behaviors such as proactive problem-solving, collaborative thinking, and resilient adaptability among employees. Leaders must model innovative behaviors and celebrate calculated risk-taking. Regular training and development programs focused on creativity, digital literacy, and emotional intelligence further reinforce desired behaviors. Embedding storytelling that highlights successful innovation stories from within the company nurtures an environment where continuous improvement is embedded into daily routines.

Leadership plays a pivotal role in steering this new organization toward its innovation goals. Transformational leadership, with its focus on inspiring purpose and fostering employee engagement, is essential. Leaders must demonstrate vision, empathy, and a commitment to learning. They should exhibit behaviors such as encouraging experimentation, recognizing effort, and promoting collaborative problem-solving.

Effective leaders in this context are charismatic, open to new ideas, and skilled at navigating ambiguity. They actively promote a learning culture, give employees autonomy, and provide constructive feedback. Leaders should also be adept at managing change, communicating vision effectively, and inspiring employees to embrace ongoing transformation. Servant leadership qualities—prioritizing the needs of teams and empowering individuals—are particularly valuable in cultivating trust and motivation.

Performance Management Systems should be designed to foster collaboration, motivate high performance, and sustain innovation. Incorporating 360-degree feedback processes, goal-setting aligned with organizational innovation objectives, and continuous performance dialogues are recommended. Such systems promote transparency, accountability, and shared responsibility. Incentives should focus not only on individual achievement but also on team collaboration and collective innovation outcomes.

Additionally, implementing a reward system that recognizes innovative efforts, risk-taking, and learning from failure aligns individual behaviors with organizational goals. Use of non-monetary rewards such as recognition programs, professional development opportunities, and innovation grants further incentivizes creative contributions. Digital dashboards and real-time progress tracking facilitate ongoing feedback and adjustment, ensuring that teams stay aligned and motivated.

Addressing Organizational Stagnation and Rigidity requires deliberate systems that challenge existing paradigms and stimulate creative thinking. Regular strategic questioning sessions, such as “premortems” or “blue sky” thinking workshops, encourage employees to think differently and anticipate future challenges. Creating psychological safety within teams ensures that employees feel comfortable expressing dissent, raising difficult issues, and proposing novel ideas.

Establishing cross-functional task forces or innovation labs dedicated to solving complex problems and experimenting with new technologies can break routine and foster a culture of continuous learning. Implementing internal suggestion systems, innovation contests, and leadership-driven open forums for debate spread a proactive approach to innovation and change adoption. Training managers in change management techniques—including Kotter’s eight-step process—ensures that initiatives are effectively communicated, resistant behaviors are addressed, and organic adaptations are encouraged.

Finally, fostering a mindset of strategic agility involves revisiting organizational assumptions regularly, encouraging curiosity about emerging trends, and building capabilities that facilitate rapid response to market shifts. Organizational learning mechanisms such as debriefings, lessons learned sessions, and digital knowledge repositories can embed this reflexivity into routine operations.

References

• Burns, J. M. (1978). Leadership. Harper & Row.
• Denison, D. R. (1990). Corporate Culture and Organizational Effectiveness. Wiley.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Lencioni, P. (2002). The Five Dysfunctions of a Team. Jossey-Bass.
• Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company. Oxford University Press.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Hamel, G. (2000). Leading the Revolution. Harvard Business School Publishing.
• Martins, L. L., & Terblanche, F. (2003). Building Organisational Culture that Stimulates Innovation. European Journal of Innovation Management, 6(1), 64-80.
• Ifenthaler, D., & Kim, B. (2014). Transforming Education Through Innovation: The Role of Leadership. Springer.
• Edmondson, A. C. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350-383.