Task1:
The graduate explains how the structure of an organization impacts its effectiveness in the context of critical circumstances.
INTRODUCTION
Today’s business environment requires leaders to have competency in designing organizations to effectively achieve strategic goals. In this task, you will choose an organizational structure that will positively affect a consulting firm’s ability to effectively achieve goals and explain your choice in relation to the four factors that affect organizational design. You will also be asked to evaluate the impact of an organizational structure on one of the consulting firm’s goals.
SCENARIO
You have decided to create a consulting business to address increasing market needs for sustainability and innovation in the community. You want to emphasize how businesses can make incremental changes in the workplace to achieve sustainable results that increase profitability and brand reputation. The mission of the company is to “facilitate sustainable social, economic, and environmental development opportunities for the good of businesses in the community.” Your goals for this company include the following:
• Be a mission-driven, for-profit organization that will create partnerships that result in sustainable changes for the community.
• Achieve a level of success so your consulting firm can raise your city’s ranking in the “Most Sustainable and Innovative Communities” list from the top 20% of all U.S. communities to the top 10%.
• Assess the sustainability and innovation needs of 30 businesses in the local community in the first year. You will then share the results of those assessments with all business stakeholders to generate feedback that will be used to develop and implement proposals for consulting.
• Hire three university students as part-time interns to help you develop an organizational structure.
Before you design a business venture plan that includes its organizational design, you will identify how the business will generate revenue. You are interested in seeking investors in the business community who want to take a leadership role in the business and its decision-making.
task 1 and tas
You are excited about this opportunity and begin considering the organizational structure for your consulting business.
Note: Additional employees may be hired in the future.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. The similarity report that is provided when you submit your task can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
A. Describe the organizational structure you would choose for the consulting business in the scenario by doing the following:
1. Describe the main features of one of the following organizational structures and how this structure applies to the scenario:
• functional
• divisional
• matrix
• teams
2. Using the chosen organizational structure described in part A1, explain how each of the following four factors works within the chosen organizational structure for the consulting business in the scenario:
• functions or departments
• chain of command
• centralized or decentralized structure
• level of formality
B. Describe one of the following organizational theories, including how it can be used to support the organizational structure described in part A1:
• scientific management
• bureaucratic
• administrative
• neoclassical
• modern
• contingency/situational
C. Explain how organizational structure can impact business effectiveness by doing the following:
1. Identify one of the goals from the scenario for the consulting business.
2. Explain how the chosen organizational structure from part A1 can impact the consulting business’s ability to meet the goal identified in part C1.
D. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
E. Demonstrate professional communication in the content and presentation of your submission.
File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ‘ ( )
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, csv, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
RUBRIC
A1:CHOSEN ORGANIZATIONAL STRUCTURE
NOT EVIDENT
The submission does not describe the main features of a functional, divisional, matrix, or teams organizational structure. Or the submission does not explain how the selected organizational structure applies to the scenario.
APPROACHING COMPETENCE
The submission describes the main features of a functional, divisional, matrix, or teams organizational structure, but the description is inaccurate. Or the submission does not accurately describe how the selected organizational structure applies to the scenario.
COMPETENT
The submission accurately describes the main features of a functional, divisional, matrix, or teams organizational structure and accurately describes how the selected structure applies to the scenario.
A2:CHOSEN ORGANIZATIONAL STRUCTURE AND THE FOUR FACTORS
NOT EVIDENT
The submission does not use the organizational structure described in part A1 to explain how the 4 given factors (i.e., functions or departments, chain of command, centralized or decentralized structure, level of formality) work within the chosen organizational structure for the consulting business in the scenario. Or 1 or more of the given factors are missing.
APPROACHING COMPETENCE
The submission uses the organizational structure described in part A1 to explain how the 4 given factors (i.e., functions or departments, chain of command, centralized or decentralized structure, level of formality) work within the chosen organizational structure for the consulting business in the scenario, but the explanation of 1 or more of the given factors is not logical. Or the explanation does not accurately explain how 1 or more of the given factors work within the selected organizational structure for the consulting business in the scenario.
COMPETENT
The submission uses the organizational structure described in part A1 to logically and accurately explain how each of the 4 given factors (i.e., functions or departments, chain of command, centralized or decentralized structure, level of formality) works within the chosen organizational structure for the consulting business in the scenario.
B:ORGANIZATIONAL STRUCTURE ALIGNED WITH ORGANIZATIONAL THEORY
NOT EVIDENT
The submission does not describe 1 of the given organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational) or does not include how the theory can be used to support the organizational structure described in part A1. Or the submission does neither of these.
APPROACHING COMPETENCE
The submission describes 1 of the given organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational), including how the theory can be used to support the organizational structure described in part A1, but the description of the organizational theory is inaccurate, or it is unclear how this theory can be used to support the organizational structure described in part A1.
COMPETENT
The submission accurately describes 1 of the given organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational), including a clear description of how this theory can be used to support the organizational structure described in part A1.
C1:BUSINESS GOAL
NOT EVIDENT
The submission does not identify 1 goal for the consulting business.
APPROACHING COMPETENCE
The submission identifies 1 goal for the consulting business, but the goal is not from the scenario.
COMPETENT
The submission identifies 1 of the goals from the scenario for the consulting business.
C2:ORGANIZATIONAL EFFECTIVENESS OF CHOSEN STRUCTURE
NOT EVIDENT
The submission does not explain how the organizational structure described in part A1 can impact the consulting business’s ability to meet the goal in part C1.
APPROACHING COMPETENCE
The submission explains how the organizational structure described in part A1 can impact the consulting business’s ability to meet the goal in part C1, but the explanation is not clear, contains inaccuracies, or omits required information.
COMPETENT
The submission clearly and accurately explains how the organizational structure described in part A1 can impact the consulting business’s ability to meet the goal identified in part C1.
D: SOURCES
NOT EVIDENT
The submission does not include both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized.
APPROACHING COMPETENCE
The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list; however, the citations or reference list is incomplete or inaccurate.
COMPETENT
The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.
E:PROFESSIONAL COMMUNICATION
NOT EVIDENT
Content is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic.
APPROACHING COMPETENCE
Content is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective.
COMPETENT
Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding.
Task 2:
Designing Effective Organizations
The graduate explains how the structure of an organization impacts its effectiveness in the context of critical circumstances.
3078.1.2 : Legal Considerations for Organizations
The graduate describes common legal considerations for the creation and operation of a business organization.
INTRODUCTION
Today’s business environment requires leaders to have competency in effective organization design and to consider legal factors that influence whether strategic goals are achieved. In this task, you will discuss legal entity types and their influence on taxation, liability, and ownership and control. You will also discuss the legal and ethical obligations that an employer and employees have in a business context.
SCENARIO
A local farmer and a supermarket retailer plan to enter into a business venture to open a downtown farmers market every weekend from April through October. The goal of the farmers market is to bring fresh organic produce to an area of the city that would otherwise not have access to organic fruits and vegetables.
The retailer would like to have more decision-making authority in order to control the marketing and ownership of the warehouse space that will host the farmers market. The local farmer is personally concerned about the financial impact of having a primary stake ownership because the farmer does not want to suffer a large financial loss if the business venture is not successful. (The farmer has been affected in the past by things outside of their personal control, such as excessive rain which caused decreased profits over the past two seasons) The retailer has proposed they include outside investors in order to have access to capital and expertise that will help create distribution efficiencies. The local farmer would like to limit outside investors and external decision-making influence in the business because the farmer doesn’t want to lose primary control of the farmers market.
The local farmer currently grows enough produce to have 20 stalls at the farmers market. The retailer would like to plan for growth by beginning the farmers market with the produce that the local farmer grows and then double the number of stalls offered each year by adding organic options from other regional farmers markets to build sustainable networks. The retailer proposes organizing the farmers market venture as a corporation, while the local farmer recommends organizing as either a limited liability company or a general partnership.
Two years after the retailer and local farmer establish the farmers market, there has been notable growth. The farmers market has expanded to include additional regional farmers who provide more produce every weekend. To manage the farmers market, the retailer and local farmer have hired general managers with extensive experience in organic retail sales and promotion. The retailer requires that some of these managers work overtime hours on the first Saturday of each month so that new products can be staged and merchandised before the market opens each weekend. However, the retailer does not pay overtime wages to the managers, claiming that the required overtime is management training and an investment in their future career development. For some reason, the female managers are always the ones required to do this extra work even though they have similar levels of experience to the male managers.
Besides the general managers, the farmers market also employs several employees. The employees stock the stalls with produce. The managers occasionally require the employees to carry unreasonably heavy boxes of produce from the trucks to the stalls. These heavy boxes should be moved with a hand truck to prevent injury, but hand trucks are not always available. One employee recently strained his back lifting a heavy box.
On the first Saturday in May, the general managers identify substandard produce that has been damaged or is not ripe. The general managers notify the retailer that this produce should not be sold. However, the farmers who provide the produce will only get paid if the merchandise sells, so the retailer tells the general managers that they should display the produce so that customers will not be aware of the substandard quality. The retailer also suggests that if the sales are not 10% higher this weekend than last weekend, the general managers may not receive a full day’s wages for their work today.
REQUIREMENTS
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. The similarity report that is provided when you submit your task can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
A. Compare two of the proposed legal entity types for the farmers market venture by doing the following:
1. Describe one of the legal entity types identified in the scenario (i.e., Corporation, Limited Liability Company (LLC), or General Partnership) and then describe how it would affect each of the following factors in the context of the farmers market:
• taxation
• liability
• ownership and control
2. Describe one legal entity type identified in the scenario (i.e., Corporation, Limited Liability Company (LLC), or General Partnership) that is different from the one described in part A1 and then describe how it would affect each of the following factors in the context of the farmers market:
• taxation
• liability
• ownership and control
B. Describe the legal and ethical obligations the employer in the scenario has by doing the following:
1. Describe one legal obligation the employer in the scenario has, according to one of the following laws:
• Occupational Safety and Health Act (OSHA)
• Fair Labor Standards Act (FLSA)
• Title VII of the Civil Rights Act of 1964
2. Describe an ethical obligation the employer in the scenario has that is different from the legal obligation described in part B1.
C. Describe one ethical obligation of the employees in the scenario.
D. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
E. Demonstrate professional communication in the content and presentation of your submission.
File Restrictions
File name may contain only letters, numbers, spaces, and these symbols: ! – _ . * ‘ ( )
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, csv, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
RUBRIC
A1:LEGAL ENTITY TYPE 1
NOT EVIDENT
The submission does not describe one of the legal entity types identified in the scenario (Corporation, Limited Liability Company (LLC), or General Partnership) and does not describe how it would affect taxation, liability, and ownership and control of the farmers market.
APPROACHING COMPETENCE
The submission describes one of the legal entity types identified in the scenario (Corporation, Limited Liability Company (LLC), or General Partnership) and describes how it would affect taxation, liability, and ownership and control of the farmers market, but the description is inaccurate or missing one or more of the factors.
COMPETENT
The submission accurately describes one of the legal entity types identified in the scenario (Corporation, Limited Liability Company (LLC), or General Partnership) and accurately describes how it would affect taxation, liability, and ownership and control of the farmers market.
A2:LEGAL ENTITY TYPE 2
NOT EVIDENT
The submission does not describe one of the legal entity types identified in the scenario (Corporation, Limited Liability Company (LLC), or General Partnership) that is different from the one described in part A1 and does not describe how it would affect taxation, liability, and ownership and control of the farmers market.
APPROACHING COMPETENCE
The submission describes one of the legal entity types identified in the scenario (Corporation, Limited Liability Company (LLC), or General Partnership) that is different from the one described in part A1 and describes how it would affect taxation, liability, and ownership and control of the farmers market, but the description is inaccurate or missing one or more of the factors.
COMPETENT
The submission accurately describes one of the legal entity types identified in the scenario (Corporation, Limited Liability Company (LLC), or General Partnership) that is different from the one described in part A1 and accurately describes how it would affect taxation, liability, and ownership and control of the farmers market.
B1:EMPLOYER LEGAL OBLIGATION
NOT EVIDENT
The submission does not describe one legal obligation that the employer in the scenario has, or the legal obligation is not according to OSHA, FLSA, or Title VII of the Civil Rights Act of 1964.
APPROACHING COMPETENCE
The submission describes one legal obligation that the employer in the scenario has according to OSHA, FLSA, or Title VII of the Civil Rights Act of 1964, but the description of the legal obligation is inaccurate or irrelevant to the scenario.
COMPETENT
The submission accurately describes one legal obligation that the employer in the scenario has according to OSHA, FLSA, or Title VII of the Civil Rights Act of 1964.
B2:EMPLOYER ETHICAL OBLIGATION
NOT EVIDENT
The submission does not describe one ethical obligation the employer in the scenario has that is different from the legal obligation described in part B1.
APPROACHING COMPETENCE
The submission describes one ethical obligation the employer in the scenario has, but the description is inaccurate, irrelevant, or the ethical obligation is not different from the legal obligation described in part B1.
COMPETENT
The submission accurately describes one relevant ethical obligation the employer in the scenario has that is different from the legal obligation described in part B1.
C:EMPLOYEE ETHICAL OBLIGATION
NOT EVIDENT
The submission does not describe one ethical obligation an employee has in the scenario.
APPROACHING COMPETENCE
The submission describes one ethical obligation an employee has in the scenario, but the description of the ethical obligation is inaccurate or irrelevant to the scenario.
COMPETENT
The submission accurately describes one relevant ethical obligation an employee has in the scenario.
D:SOURCES
NOT EVIDENT
The submission does not include both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized.
APPROACHING COMPETENCE
The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list; however, the citations or reference list is incomplete or inaccurate.
COMPETENT
The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available.
E:PROFESSIONAL COMMUNICATION
NOT EVIDENT
Content is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic.
APPROACHING COMPETENCE
Content is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective.
COMPETENT
Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding.