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Class Discussion

Class Discussion

Read the following scenario and answer the questions below.

The Dried Foods Solution Company produces and sells a variety of freeze-dried products in stores throughout the Unites States and Canada. The company does not have an online sales division. Following is a list of job titles for the organization as well as the number of people in each position. Sales have been growing at about 2 percent a year, slightly above the inflation rate. As a result of the slow growth, projections reveal no new job openings except for replacements.

Dried Foods Solution Personnel

Job Title

Number of Employees

Production Worker

60

Production Supervisor

6

Production Manager

1

Vice President—Production

1

Bookkeeper

6

Accountant

3

Accounting Supervisor

6

Vice President—Finance

1

Clerk

4

Payroll Coordinator

2

Compensation Manager

1

Benefits Specialist

1

Vice President – Human Resources

1

Salesperson

100

Area Sales Manager

8

District Sales Manager

8

Vice President—Marketing

1

President

1

Staff Specialist

6

Chemists

3

Technicians

6

Research & Development Supervisor

2

Vice President—Research & Development

1

Personnel Manager

1

  1. From this information, construct an organizational chart.
    • You may use a template from any source you wish. Templates are available in Microsoft Word and a variety of online sources.
    • You may use any type of organizational structure (hierarchical, flat, project management, etc.)  What organizational structure did you choose and why?
    • You may eliminate or change the job titles but do not reduce the number of people working for the company.
  2. After developing your organizational chart, define the departments and the relationships that you believe could most likely be downsized (restructured) in the event that growth slows or stops.
    • Explain your proposed restructuring and your rationale for the restructuring strategy you’ve chosen.
  3. What would be the advantages/disadvantages if the company’s production operations were subcontracted? What if production operations were transferred to an offshore location such as China?
  4. Should the organization, as many firms have done; subcontract the human resources functions? Why or why not?

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