Part 1SOR:In the subject line entered intofirstline

, statein whichorganization you'd prefer to work.Only mentiononeorganization.(Example of Subject line: Modern Shed)

Part 2SOR:State the name of organization you mention in subject line and explain onedetailedreasonwhy you would prefer to work within your selected organization's approachmorethan the other organizationsin regard to howcentralized/decentralizedis your organization.(FYI:reasons to decentralize or centralize are referred to in Images.

Plant Fantasies Incorporated Since its founding in 1987 by Teresa Carleo, president, Plant Fantasies Incorporated (PFI) has carved a niche for itself as a full-service landscape design and contracting company serving many of Manhattan's A-list residential and commercial properties. PFI counts among its clients major owners and developers representing some of Manhattan's most prestigious addresses as well as private clients seeking detailed, custom tailored landscape designs and precision instal- lations. A major strength of PFI is its green roof expertise. PFI's indepth knowledge of and experience in green roof technology has resulted in one-of-a-kind green roof projects as well as more basic green roof installations for new construction and retrofits . PFI's numerous relationships with world-renowned architectural firms and global real estate developers have gained it recognition for its design, installation and year-round maintenance of all spaces from rooftop terraces to courtyards and penthouses. Other PFI specialties include fes- tive seasonal/holiday decorations and displays and original floral arrangements for lobbies and special events. The well-trained, highly experienced PFI team includes landscape designers who have worked on some of the metropolitan area's best known buildings plus a staff of seasoned sales, adminis- trative and field personnel who are wholly dedicated to the company and its customers. By bringing special skill sets into play, the PFI team is able to provide its clients with a creative edge. Carleo and her team are committed to meeting and exceeding clients' needs and desires, thus adding significant value to each and every property served.Teresa Carleo (President) founded PFI due to her passion for gardening (NOT for cooking). Her abundant enthusiasm for all things plant related & willingness to pound the pavement to develop her customer base eventually paid off with long term relationships with some of New York's most prominent real estate developers & property managers. Steve Martucci (VP of Operations) joined PFI team in 2003 starting as an Account Manager and, then, Sales Director. His current duties require daily involvement in virtually all aspects of PFI's scope of services - bids, installation, procurement, scheduling, excellent customer service, plant knowledge, resourceful problem solving & other services. He was the project manager of many PFI's installations including Grace Plaza, Gotham West, & Fordham University School of Law. Michael Tull (VP of Design) brings a breadth of knowledge in developing landscape spaces in the many ypes of historic architectural styles/places unique to urban NYC. He's a practical problem solver adept in solving design challenges of working in extreme conditions found on rooftops & terraces. Kyle Stick, Landscape Maintenance Manager John Goodman, Manager of Floral Design/Event Design (team) is a NY native in floral & fashion design industry for 14 years. John trained in horticulture at New York Botanical Garden & apprenticed under some of New York City's lead floral and event designers.PFI's Intensive green roof Situation Programined at 250 Hudson Street Clamical, administrative Decision shape Decision Choice + - . Best solution to problem Decision Style * Arelyrical . Decision styles indicate differences in how we process problems/opportunities AND make decisions . Your style(s) determine effectiveness of your decision-making & obtaining "buy in" from others. Refer to Self Learn survey (p. 256-7) & descriptions (p. 246-248; LO 6.4) Personal Decision >> Directive style (a answers) Styles >> Analytical style (b answers) High > Conceptual style (c answers) >> Behavioral style (d answers) Analytical Conceptual Tolerance of Ambiguity Notes to help with table to the right: Directive Behavioral Ambiguity is described on p. 234; LO 6.1b Low Rational thinking is explained on p. 235 (LO 6.2) and Intuitive thinking Rational . Intuitive Is described on pgs. 237-238 (LO 6.2b); Self-test on p. 239 also addresses Ways of ThinkingFactors in Centralization/ Decentralization Based on these 3 questions, is PFI more centralized or decentralized? Why? What about Modern Shed & Zappos? Why? Note: interpret PFI's "lower levels" as field personnel (such as truck drivers, laborers, etc.) And interpret Modern Shed's "lower levels" as Dealers and Sales Representatives. Highly Highly centralized decentralized organization organization How many decisions are made at lower Very few. Many levels in the hierarchy? if any or most How important are the decisions that are made at lower levels (i.e., do they impact Not very Very organizational success or dollar values)? important important How much does top management monitor or check up on lower-level decision making? A great deal Very little or not at allDelegate? Narrow or Wide Spans of MGT/Control Narrow (2-3) vs. Wide (9+) Spans of Control (or spans of mat) Tall CEO Vice Vice President President Manager Manager Super Super 2 1 2 1 1 2 3 Flat CEO Manager 13 10 . Tall span is preferred by a Theory X manager Wide spans preferred by Theory Y employees . See list on p. 278 (& next slide): Know when wider span of met/control is appropriate - why/ when less direct/ constant supervision is needed. . Know what problems occur with too narrow span of mat refer to pqs. 278-279Update: In 2020, Modern Shed revised their mission to create beautiful dwellings efficiently, sustainably, and cleverly. In that year, Modern Shed created the portable Dwelling on Wheels (DW--top left). The DW is equipped to be used off-grid. When COVID-19 hit in 2021, they designed backyard schoolhouses (top right) complete with cameras to allow parents to remotely monitor the learning. Source: https:/www.modern-shed.com/ Think about why and how their revised mission better serves them.Modern Shed: Video Case With a new stretch goal in place for Managerial Planning the company's larger dwellings, Pearl has begun creating a plan for how to achieve and Goal Setting his higher target. In recent months, Pearl has narrowed down consumer segments, In 2003, builder Ryan Smith was restor- Lerany Shutunlock and he believes he has identified a per- ing an old home in Washington when fect customer for the larger sheds: dual- a client marveled at the small work shed he set up for the income families that use nannies and au pairs to manage the project. The customer admired the compact portable struc home. Because Modern Shed manufactures a 12 ft. X 16 ft. ture, and it dawned on Smith that the kit could be decked dwelling with a bathroom and comfortable living quarters, out with modern features and used for studio spaces, home Pearl believes he can pitch the shed as a "nanny solution" for offices, guesthouses, and more. Smith ran with the idea and Seattle's well-to-do families. Using information gathered launched his own start-up business, Modern Shed. Today from local title companies, Pearl discovered that his new his company designs stylish prefabricated backyard dwell- residential target customer tends to live in upscale neighbor- ings for nearly any purpose. hoods with mid-century modern architecture. Once Pearl's To make the best use of limited resources, Modern Shed marketing plan is finalized, Modern Shed's sales teams will hires outside contractors to help produce its small paneled be ready to contact customers by direct mail, telesales, and sheds. Because the company doesn't have an in-house mar- personal sales appointments. keting and sales department, Smith outsources the firm's Pearl's marketing plan appears to be a good next step marketing planning to Seattle consultant Scott Pearl, a toward achieving Modern Shed's top-level strategic goals. real estate veteran who serves as the company's go-to guy "Modern Shed has been really popular with folks who are for sales. "Scott has always been interested in the real estate doing backyard offices, studios, and guestrooms, but the po- market-he's a natural to work with," Ryan Smith said of his tential in the residential arena is a once-in-a-lifetime op- marketing partner. portunity, " Pearl says. According to the Seattle marketer, the But planning and goal setting can be a real challenge for economic recession actually works in the company's favor. the small Seattle-based company. As a new product concept "Because the downturn in the economy has been so severe, that lacks a well-established market, Modern Shed finds it- we're now seeing finished lot prices in the Northwest as low self in uncharted territory. Until recently, the company had as $15,000 per lot, which is unheard of," Pearl said. "One of few clear sales objectives. "When I joined with Modern the reasons I'm driving this now is that we may not in our Shed," Pearl recalls, "they didn't have any sales goals be- lifetimes see land at the price it is today.' cause they were still primarily selling through their Web site Given the present state of the economy, Modern and through their dwell ad. So we had to start somewhere." Shed's low-cost living solutions could catch on quickly, Fortunately for Modern Shed, Pearl is an experienced mar- especially in Seattle, where starter houses can average keter who thinks outside the box and has little trouble gen- $300,000. "We might be able to bring finished lot and crating fresh ideas. house product to market for under $200,000, which would After being hired on as a consultant, Pearl began analyz- be unbelievable," Pearl says. For certain, if the plan works ing the company's local ads to see what product types were out, Modern Shed's little living spaces could become the selling. He noted that Modern Shed was popular with people next big thingModern Shed: Designing Video Case "Modern Shed has positioned itself so Adaptive Organizations that we're insulated from what's going on in the general marketplace," the mar- keter states. If anyone knows about structural de- Smith's dealer network is made up of signs that are sturdy, contemporary, and @Leremy, Shutteriser dozens of such partners who specialize in adaptive, it's Ryan Smith, the owner and everything from materials and construe- founder of Modern Shed, a small Seattle company that tion to sales and office processes. The partners connect regu- builds modernized space-saving dwellings. larly to discuss projects and plans. "On a monthly basis we'll Smith's interest in building things began in childhood have conference calls with the reps and the dealers about while playing with a favorite plywood train set. His early new products, new promotions, changes in pricing, and new fascination matured into an architectural career, and Smith opportunities for them in terms of their marketing," Pearl quickly established a reputation as a skillful builder with an remarks. "It's very lean and unstructured because all those eye for stylish home design and renovation. folks are independent contractors." But in 2003, Smith stumbled upon a very little big idea: What impresses Scott Pearl most about Modern Shed after setting up a small temporary work shed while work- is the organization's ability to respond quickly to the needs ing on a home restoration project, a client remarked that he of the market. "We were recently approached by a nation- really liked Smith's tiny work shelter. A light bulb went on ally recognized home-and-garden expert who wanted us to inside Smith's creative mind, and the enterprising builder create an entirely new product line of Modern Shed," says determined that the kit could be decked out with modern Pearl. "The fact that Ryan can just drop everything and focus living features and sold for a range of uses. Today he builds on this, get the team focused on it, and actually come up small paneled dwellings for use as studio spaces, home of- with a brand new product in under eight weeks is phenome- fices, pool houses, project sheds, guesthouses, and more. nal. It could not be done unless the organization was nimble Like his stylish sheds, Smith's company is built to be like we are." adaptive, scalable, and suited to the needs of the environ- Small, flexible, responsive-these are the qualities that ment. Modern Shed counts only 12 to 14 full time em- have enabled Modern Shed to thrive even during an eco- ployees in the firm's Seattle office. However, at times the nomic recession. According to Smith, the logical process of company's output rivals that of a large builder, which is building sheds from smaller scale structures to larger ones is achieved through collaboration with outside sales reps and a metaphor for how modern organizations should be built. a dealer network comprised of 35 independent contractors "You can use the analogy for organizations and people as across the United States. well as structures," Smith states. "If you go too big you don't According to Smith, partnering with outside specialists understand it; you have to start small." was the most efficient, effective, and flexible way to run a As for Scott Pearl, he doesn't expect to become an startup company. "If you need to create a business organiza- employee of Modern Shed. Nevertheless, the marketing tion, and you bring it all in house," says Smith, "you need to consultant considers himself an important part of Modernto all organizations and departments, including organizing the vertical structure and using mechanisms for horizontal coordination. Chapter 9 discusses how organizations can be structured to facilitate innovation and change. Chapter 9 considers how to use human resources (HR) to the best advantage within the organization's structure. NEW MANAGER Self-Test What Are Your Leadership Beliefs?5 Instructions: The fit between a new manager and the organization is often based on personal beliefs about the role of leaders. Things work best when organization design matches a new manager's beliefs about his or her leadership rok. Think about the extent to which each statement reflects your beliefs about a leader's role in an organization. Mark as Mostly True the four statements that are most true for you, and mark as Mostly False the four that are least true for you. Mostly True Mostly False 1. A leader should take charge of the group or organization. 2. The major tasks of a leader are to make and communicate decisions. 3. Group and organization members should be loyal to designated leaders. 4. The responsibility for taking risks lies with the leaders. 5. Leaders should foster discussions among members about the future. 6. Successful leaders make everyone's learning their highest priority. 7. An organization needs to be always changing the way it does things to adapt to a changing world. 8. Everyone in an organization should be responsible for accomplishing organizational goals. Scoring and Interpretation: Each question pertains to one of two subscales of leadership beliefs, Questions 1-4 reflect position- based leadership beliefs. This is the belief that the most competent and loyal people are placed in positions of leadership, where they assume responsibility and authority for the group or organization. Questions 5-8 reflect nonhierarchical leadership beliefs more consistent with a flat or even a bossless design. This belief is that the group or organization faces a complax system of adaptive challenges, and leaders see their job as facilitating the flow of information among members and their full engagement to respond jointly to those challenges. The subscale for which you checked more hems Mostly True may reveal your personal beliefs about position-based versus nonhierarchical leadership. Position-based beliefs typically work for managers in a traditional vertical hierarchy or mechanistic organization, Nonhierarchical beliels typically work for managers engaged with horizontal organizing, such as managing teams, projects, and networks, or for cutting-edge bossless organizations.Span of Management or Span of Control Span = number of direct reports reporting to a single supervisor FYI: Larger (wider) spans of control are possible when less supervision is needed. Conversely, the more supervision is needed, the smaller the span. Wide span (10+ direct reports) Small Span (2-3 direct reports) . Work is stable and routine . Work is varied and non-routine . Employees perform similar work . Employees perform very different work . Employees are in one location . Employees are in various, distant locations . Highly trained/require little direction . Untrained/require lots of direction . Rules and procedures are defined . Rules and procedures don't exist . Few planning or nonsupervisory activities . Lots of planning or nonsupervisory activities . Manager's (Theory Y, non-hierarchical) preference . Manager's (Theory X, positional) preferencePres UP Designs VP Operations Landscape Design Mager Landscape Maint. Landscape Production Landscape Designer 2 Sales Directors Laborers Landscape Designer Truck workers 8 Sales people President VP of Desin ! VP of Operations Sales Directs Landscape Designer Noc Landscape. Wont Pagel Londamage Tird'n Wine Sales TripleWP of Ops ( 2) What people designers (2) sales electors (8 ) sales people LaborersPresident TETPSA VP of Design VP of Operations Landscape designer Landscape Landscape maint mor 2 Landscape SCALES clesgnocs Sales field . Sales PersonnelPRESIDENT VP OF PERIUN MiCARL VP OF OPS LANDSCAPE MANAGER WANTCAPE PERUNER LANDSCAPE DESTLINER 2 LANDSCAPE MAINTENANCE MANAGER PROMOTION MANAGER. LABORERS BP-ECTDA 3 SAVES 5 SAVES PEPS REPS