3.0Analysis of the current problems faced by PureRoots 3.1 Problem Top Management

The authority of a manager enables them to make decisions, issue orders, and allocate resources to achieve the goals and plans of an organization in a formal and legitimate manner (Riemer,2024). Heather and Susan's relatives participated in the business, with the help of their parents, siblings, and other family members in their free time (PureRoots (Pty) Limited, n.d.). When an authority is tasked with the responsibility of increasing revenue income but is not given the authority to spend more on marketing and advertisement, it can lead to employee dissatisfaction and frustration if the authority is not aligned with the responsibility (Riemer,2024). Therefore, managing people in a family-run business can be challenging due to the delicate balance between personal relationships and professional responsibilities.

3.2 Problem Centralised decisionCentralized decision-making can be a problem in an organization as it can lead to a lack of autonomy for employees and limit their ability to make decisions. According to the case study on PureRoots (Pty) Limited PureRootshad a hierarchical structure with branch managers at each outlet, reporting to Gayan, the Head Office Operations Manager. The head office had departments for Research & Development, Finance, and Procurement, led by Lara, Abhi, and Eranda, respectively. As the company grew, Rajin became the marketing manager, and Chris became the People and Skills Manager. All managers reported to Heather and Sarah, who shared the CEO role and had final decision-making power. A vertical structure is a centralized, hierarchical approach to organizational management with many layers of management, a long chain of command, narrow span of control, and clear accountability (Riemer,2024). Therefore, Centralized decision-making in an organization can pose challenges as it may curtail employees' autonomy and restrict their decision-making capabilities.3.3Problem A lot of new entrance

An industry that is not desirable is one where there is intense competition among competitors, significant threats exist from new entrants and substitute products, and suppliers and buyers have significant bargaining power over prices and quality (Schermerhorn et al., 2020). According to the case study on PureRoots (Pty) Limited over the last half-decade, many new organic health food stores and wholefood markets have opened, offering certified organic products to. their customers and communities. The organic health food industry is a tough one with lots of competition and new players entering the market, which makes it challenging for existing businesses to maintain their position.

3.4 Problem4Silo Effect

The "silo effect" in business is when teams only focus on their own goals, leading to a lack of communication, support, and customer focus across departments (B2Bwhiteboard, n.d.).The chief scientist in the R&D team is worried that their current product development approach is not working well. They need to work more closely with other departments like finance, marketing, and design to create better skincare products, but they don't have the right setup for collaboration (PureRoots (Pty) Limited, n.d.).One of the major drawbacks of too much specialisation is that it often results in reduced motivation among employees who become bored doing the same single task repeatedly and can create silo effects where they only focus on their own area of work, leading to job separation (Riemer, 2024). Therefore, this effect in business happens when teams focus solely on their own goals, and don't communicate or work together with other departments which can lead to poor customer service and support (B2Bwhiteboard, n.d.).

3.5 Problem5Organisational Internal Culture

Organisational culture is the shared way of thinking, behaving, and believing within member of a company (Riemer, 2024). Chris, the People and Skills manager, expressed concerns about employees feeling undervalued and disconnected from PureRoots (PureRoots (Pty) Limited, n.d.). The fact that some employees at PureRoots feel undervalued and disconnected from the company is a clear indication that the organizational culture needs to be addressed.

use this book Chapter 18 in Schermerhorn, J. R., Davidson, P., Woods, P., Factor, A., Simon, A., McBarron, E., & Junaid, F. (2020).Management(7th Asia-Pacific). John Wiley and Sons.

and solve this "Solutions suggested to current problems faced by PureRoots" and "Suggested a method to implement organisational changes" with intext citation