The Need for Change at Ganong Bros during Its Critical Financial Time
1. Introduction:
In 1995, Ganong Bros was going through a critical financial time. The company was in need of change and had to make some major decisions in order to stay afloat. The company was facing many challenges, including: an aging workforce, lack of innovation, high costs, and declining market share. In order to survive, the company needed to reorganize its structure and operations. This paper will discuss the need for change at Ganong Bros during this critical time and how the company went about making the necessary changes.
2. Organizational Structure:
The organizational structure of a company is the way that the company is structured and organized. It includes the way that the company is divided into departments and how those departments are further divided into sub-departments. The organizational structure also includes the way that the company’s employees are assigned to different departments and how they are managed.
3. Reorganization of Structures:
In order to survive its critical financial time, Ganong Bros had to reorganize its structure. The company had to decide how it was going to divide itself into departments and how those departments were going to be managed. The company also had to decide which employees were going to be assigned to which departments.
4. Functional Organizational Structure:
Ganong Bros decided to use a functional organizational structure. In this type of structure, the company is divided into departments based on function. For example, there is a marketing department, a sales department, and a production department. Each department is responsible for its own area of the business.
5. Coordination:
The coordination between departments is important in order for the company to run smoothly. Ganong Bros made sure that there was good communication between the different departments by appointing coordinators. The coordinators made sure that each department knew what the other departments were doing and that they were working together towards the same goals.
6. Division of Labor:
The division of labor is another important element of the functional organizational structure. It is the division of work tasks between different people or groups of people. Ganong Bros divided the work tasks between the different departments so that each department was responsible for its own area of the business. For example, the sales department was responsible for selling the product and the marketing department was responsible for promoting the product.
7. Specialization:
Specialization is a form of division of labor in which people or groups of people are given specific tasks to do because they have the skills or knowledge required for those tasks. Ganong Bros specialized its workforce by assigning employees to specific departments based on their skills and knowledge. For example, salespeople were assigned to the sales department and marketing people were assigned to the marketing department.
8. Centralization:
Centralization is when decision-making authority is concentrated in one person or group of people. Ganong Bros centralized its decision-making by giving authority to the coordinators. The coordinators were responsible for making decisions about how the different departments should work together.
9. Decentralization:
Decentralization is when decision-making authority is distributed among different people or groups of people. Ganong Bros decentralized its decision-making by giving authority to the coordinators. The coordinators were responsible for making decisions about how the different departments should work together.
10. Maps:
Ganong Bros used maps to help it coordinate the different departments and divisions within the company. The maps helped the coordinators to see where each department was located and what its responsibilities were.
11. Knowledge:
Ganong Bros used knowledge to help it coordinate the different departments and divisions within the company. The company’s employees had a lot of knowledge about the product and the market. This knowledge was used to help make decisions about how to sell the product and how to market it.
12. Power:
Ganong Bros used power to help it coordinate the different departments and divisions within the company. The company’s employees had a lot of power over the product and the market. This power was used to make decisions about how to sell the product and how to market it.
13. Road Map:
Ganong Bros used a road map to help it coordinate the different departments and divisions within the company. The road map showed the different routes that the company could take to get from where it was to where it wanted to be. This helped the coordinators to see which route would be best for the company to take.
14. American Road Map:
The American road map was a map that showed all of the roads in the United States. Ganong Bros used this map to help it find new markets for its product. The company looked at the map and saw which areas had a lot of traffic and which areas did not have a lot of traffic. The company then decided to focus its marketing efforts on areas that had a lot of traffic.
In conclusion, Ganong Bros went through a critical financial time in 1995. The company was in need of change and had to make some major decisions in order to stay afloat. The company was facing many challenges, including: an aging workforce, lack of innovation, high costs, and declining market share. In order to survive, the company needed to reorganize its structure and operations. The company used a functional organizational structure and divided itself into departments based on function. The company also used coordinators to ensure that there was good communication between the different departments. Furthermore, the company specialized its workforce by assigning employees to specific departments based on their skills and knowledge. Finally, the company used maps to help it coordinate the different departments and divisions within the company.