C714_v2_Task_1.docx C714 Task 1: Innovative and Strategic Thinking Course Code: C714.V2 and D081 A1. Discuss how ALL of the following aspects from the scenario affect the company™s decision-making process. 1.
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C714_v2_Task_1.docx C714 Task 1: Innovative and Strategic Thinking Course Code: C714.V2 and D081 A1. Discuss how ALL of the following aspects from the scenario affect the company™s decision-making process. 1. Company culture: The culture of a company is very important as it can be defined as a set of shared values, goals, and attitudes. This is very impactful on how business decisions are brought to fruition. With this particular company, they provide rewards for employees to come up with new ideas. They have also created testing laboratories, where customers and employees use the product and provide design feedback. Their culture is one where employees and their leaders are treated equally. 2. Organizational structure: An organizational structure outlines how activities are directed and also how information flows throughout the company. This company has adapted a decentralized structure. With this structure it allows authority to be shifted from senior management to lower levels of the organization. This gives employees to access to engage with their leaders to share in decision-making, collaboration, or relationship building. Having a decentralized structure gives employees a voice in the company and allows them to feel empowered and valued. 3. Mission and vision statements (as they affect the strategic direction): The company™s mission statement states œWe will provide the most innovative customer-driven design and growth in the industry. The company™. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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