1. Identify the most important key recurring decisions that must be made effectively for KCC to be successful. In KCC's functional organization, who had authority to make these decisions? Who has the authority to make these decisions in KCC's new divisionalized organization? 2. Did KCC's top management go too far in decentralizing the corporation? Did they not go far enough? Or did they get it just right? Why? 3. Evaluate KCC's new performance measurement and incentive system. Assuming that KCC will retain its new divisionalized organization structure. What changes would you recommend, if any? Why? 4. Assume that the ROD function is to be decentralized (given to the divisions). Would this necessitate changes to KCC's performance measurement and incentive system? If so, which and why? If not, what not? 5. The vast majority of corporations are decentralized to a considerable degree. What kinds of organizations are best run in a largely centralized manner, and why? Solutions : 1. Some of the most important key recurring decisions that must be made were contracts with distributors, marketing and ROD. In the beginning all of these decisions were made by top management. Though contracts many times were from sales teams, the majority of the big deals had some involvement of the top management. In the new divisionalized organization, most of this was divided up into the two divisions; Retail and Custom. Though ROD is still a centralized division, with the manager reporting only to top management, the Retail and Custom mangers determine all of their decisions and outputs. So most of the decisions used to be determined by the top management but most of these have been given down to the division managers. 2. According to the early experiences I don't think they went far enough. There