I attached two pictures,

one picture is paragraph and another is questions

read the paragraph and ans the attached question

Management Decision;THE GRASS IS ALWAYS GREENER As you sit in the boardroom listening to two \"department managers\" (really just your sister, and a cousin) argue over the company's priorities, you wonder how many times you've heard this same argument. When you rst started the company, just out of high school, it was little more than a one-woman landscaping business, mowing lawns and shovelling snow for neighbors. But you worked hard, focused on customer service, and grew the company steadily over the years. Without any real plan, or focus, the company just sort of took on a life of its own, and quickly became a family business: Your sister helped you land your rst commercial snow-removal contract, and it was so protable that you quickly expanded into summer lawn maintenance for those same commercial clients. Then one of your original residential lawn care clients asked if you could help her move a ower box; you called a cousin to help you, and before you were even nished that job, a neighbour had asked if y0u could build a deck. Before you knew it, people were calling and asking for fences and retaining walls, and voila! The decking division was created and now has more employees than all other divisions with 5 full-time and 10 seasonal workers. Your brother insisted that commercial contracts for landscaping were the way to go, and so that department was created, and has landed some pretty impressive contracts. Throughout it all, you've been in charge. You have made every decision regarding which projects to pick up, and how best to complete them. When customers aren't happy, it's your cell phone that rings, and it's you who makes it right. It worked great in the beginning, but it seems that lately there are so many projects on the go that your phone never stops ringing. Not only that, but you haven't seen the sun in months because of the never-ending data entry of bookkeeping and accounting. Not to mention that each new hire seems to generate endless reams of paperwork in the form of tax information, and payroll, and benets. You're supposed to be the CEO, but most days, you just feel like a referee, listening to family members argue. They all think that their department is the most important, and deserves innite resources. And the company is still growing in its inexorable waythe current argument is one cousin pushing to start a painting company (we basically have all of the equipment anyway, since we paint our decking projects), and your sister arguing that painting isn't the company's core fOCus, and that the commercial lawn care branch needs new equipment to continue to expand (we can't take on any more clients until we get new equipment). Your little lawn maintenance company is no longer little, and is no longer about neighbourhood lawn maintenance. You're not even sure what the company's core focus is anymore. In fact, what started the company in the rst place, mowing lawns and shovelling snow for neighbours, is the least protable part of the business, by far. Since the very beginning, every decision that the company has made has gone through you, but now, you're being pulled in every direction, and you can't seem to keep on top of all of the projects anymore. It's clear that major changes have to be made with respect to how the company is organized. Short Answer Questions 1. Describe the organizational structure for this company. 2. How could the organizational structure of this company be changed to improve performance and profitability? 3. Would this company benefit from becoming a modular organization