Leadership in Action, Culture, Strategic Change

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Leadership in Action, Culture, Strategic Change 07-09-2010 Dr. Yvonne Catino Abstract: This article focus on S&F methods of control, current organizational cultures, S&F strategy to improve, and how the improvements could affect S&F future. Smith and Falmouth (S&F) a midsize tele-shopping mail-order network (University of Phoenix, 2010). S&F methods of control is a systematic process through which their project manager, logistics manager, and marketing manager who reports to the COO, regulate organizational activities to make them consistent with expectations established in plans, targets, and standards of performance (University of Phoenix, 2010). S&F strategy to improve involves organizational comprehension, reward structure, and internal support systems (University of Phoenix). The organizations improvements should lead S&F to empowerment, a profitable successful future. Introduction Leadership actions are individual and specific. The competence to supervise others generally defines Leadership in most dictionaries (Hopen, 2010, p. 4). Leaders obtain a position of power, have the most information, and give orders (Daan, Knippenberg, Rus, Wise, 2010, p. 509). This paper will address S&F methods of control, current organizational cultures, S&F strategy to improve, and how the improvements could affect S&F future. S&F Methods of Control Management of any organization must establish control methods adapt to its organization’s goals, and assets (Gustav, Tomek, Vavrova, Vera, 2010, p. 6). Control methods share several common characteristics. Control methods should include some of characteristic such, as crucial points, integrate into established processes, acceptances by employees, availability of information when needed, economic feasibility, accuracy, and comprehensibility (Gustav, Tomek, Vavrova, Vera, 2010, p. 46). The formal organizational structure of S and F Company consists of a formal chain of command (University of Phoenix). Organizational control is taking a systematic approach to understanding if you are doing what needs to be done. The critical points include areas of an organization’s operations exactly affect the success of its key operations. Controls must consummate within these organization’s operations and should not bottleneck operations (Gustav, Tomek, Vavrova, Vera, 2010, p. 46). When Employees are involved in the configuration of controls there involvement can increase acceptance. The need to prioritize is usually important to complete assigned projects (Gustav, Tomek, Vavrova, Vera, 2010, p. 46). Costs associated with the projects the benefits of controls outweigh the costs. Accuracy provides factual information truthful, and constant. Controls must be easy to understand (Gustav,

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