After carefully reading the case, analyze the BCC's organizational design, including its structure, rewards systems, and other people policies. Discuss which aspect should:

1. remain the same; and
2. which should change as the organization grows.

Support your discussion with specific references to the case and application of following concept (CHOOSE ONE):

• Mechanistic Form
• Organic Form
• Information Processing View of Structure
• Formal Structure and Systems
• Three Approaches - seeking approval

max. five hundred words with APA references

Beck Consulting Corporation By Cynthia lngols, Pl'OfESSOr 0f Practice, and Lisa Brem, Researcher SChOOI Of BUSINESS, Sfmmons University Boston, MA As she drove, Beck reected on all that had transpired in her career since she earned her MBA in 2002. She had started her business, Beck Consulting Corporation (BCC) a year after graduation. Over the next 11 years, her consulting business, which ranged from moving offices to entire companies to new locations, had grown from a one-person consultancy to a successful private company employing 40 people. Beck had reason to feel that she had "made it.\" But she also felt that she could not simply sit back and savor her success. Her business continued to have opportunities for growth. As Beck explained, The real joy for me comes from founding and growing a business. We are a growing company, and we need sparks of excitement that come from change, from going to the next level. Opening new ofces, going national or international, expanding the services we offer, going publicall these things would give us as a company more reasons to be proud. People here are invested in the future. We can't get to the future by standing still. While the business was prospering, its growth posed urgent problems. For the rst time, Beck felt she needed to add another layer of management to her organization. In addition, Beck wasn't sure that the compensation and incentive plans currently in place were appropriate for this new layer and she wondered if they needed to develop more formalized work systems and processes. However, she also worried that more hierarchy and formalization would ruin the carefully constructed culture of independent thinkers at her company. Beck had built her business by maintaining close contact with both employees and clients. Her vivacious personality, intelligence, and \"can- do" attitude set the tone for her company. Beck's personal touch was one of the major motivators for her staff and one of the selling points for the company's services. The central question in Beck's mind was how to grow the business without losing the hands-on style that had made the company successful