You have recently been hired as a new manager hired into a failing division in a company. The product line is outdated and losing market share, inter-departmental communication is adversarial, and competition for corporate funding is fierce. How are you, a new individual, going to turn things around? As your first job as the new manager at the outdated, adversarial company, write a plan for changing its organizational structure, incorporating the following elements:

1.Explain how you would address each of the three main problems in the organization: 1) outdated product lines, 2) adversarial communication, and 3) competition for internal resources. Thinking about organizational structures reviewed in the text, which one (or ones) do you think would be most suited to this organization and why.
2.What steps would you suggest to manage the transition from the old organizational structure to the new?
3.How would you assess the external environment and integrate this into the turn-around plan? Student must support their work with outside reliable sources.

To address the three main problems in the organization - outdated product lines, adversarial communication, and competition for internal resources - and transform the company, a step-by-step plan can be implemented as follows:

1. Outdated product lines:
a) Conduct a thorough market analysis to identify current trends, customer preferences, and emerging technologies.
b) Research and benchmark competitors' products to gain insights into successful strategies.
c) Build a cross-functional team including R&D, marketing, and sales to brainstorm and develop innovative product ideas that align with market trends.
d) Invest in research and development to modernize and enhance existing product lines or introduce new products.
e) Develop a feedback mechanism to gather customer insights and incorporate them into the product development process.

Adversarial communication:
a) Promote transparency by fostering an open and inclusive communication culture where all employees are encouraged to share their ideas, concerns, and feedback.
b) Implement regular team meetings to foster collaboration and exchange of information across departments.
c) Establish cross-functional task forces to improve communication and integration between departments, fostering a culture of cooperation and teamwork.
d) Provide training and workshops on effective communication and conflict resolution to promote constructive interactions and resolve inter-departmental conflicts.

Competition for internal resources:
a) Implement a project management system to streamline resource allocation, ensuring projects align with organizational goals and receive proper funding.
b) Hold regular budget reviews to assess resource utilization and identify areas for optimization.
c) Encourage collaboration and knowledge-sharing across departments to maximize resource efficiency.
d) Establish clear criteria and guidelines for resource allocation to ensure fair distribution and align resources with strategic objectives.

Organizational structure:
In this situation, a matrix organizational structure may be most suited. The matrix structure enables cross-functional collaboration and allows individuals to work on multiple, often diverse, projects simultaneously. This structure fosters communication, coordination, and resource sharing across different departments. It would help break the silos and promote collaboration in achieving the turnaround goals.

2. Transition to the new organizational structure:
a) Communicate the reasons for the structural change to employees, emphasizing the benefits and opportunities it presents.
b) Conduct training programs to familiarize employees with the matrix structure and its implications on their roles and responsibilities.
c) Assign clear roles, responsibilities, and reporting lines to individuals, ensuring they understand who they should collaborate with and who they should report to.
d) Monitor the transition process closely, providing ongoing support and addressing any concerns or issues.

3. Assessment of the external environment and integration into the plan:
a) Conduct a comprehensive industry analysis to understand market dynamics, customer behavior, and competitive landscape.
b) Monitor industry trends, technological advancements, and regulatory changes to identify potential opportunities and threats.
c) Use market research tools, customer surveys, and feedback to continuously gather external insights and integrate them into the decision-making process.
d) Regularly review and update the turn-around plan based on changing external factors, ensuring adaptability and relevance.

Sources:
- "Organizational Change: Best Practices for Implementation" by Society for Human Resource Management (SHRM)
- "The Matrix Structure – A Risk or an Opportunity for Companies?" by Czech University of Life Sciences Prague

To turn around a failing division, as a new manager, it is important to address the three main problems in the organization: outdated product lines, adversarial communication, and competition for internal resources. Here's a plan to tackle these issues and suggest steps to manage the transition to a new organizational structure:

1. Outdated product lines:
To address this problem, the first step would be conducting thorough market research to understand the demands and preferences of customers. Analyzing industry trends and studying competitors' products can provide valuable insights. It would be important to identify the gaps in the market and potential opportunities for innovation. Developing a product development team with expertise in research, design, and technology can help revitalize the product line.

2. Adversarial communication:
The key to overcoming adversarial communication is fostering a culture of collaboration and open communication. Implementing a participative leadership style would facilitate employee engagement and empower them to share ideas and concerns. Conducting regular team meetings and encouraging cross-functional collaboration can help build mutual trust and enhance communication. Additionally, providing training in conflict resolution and effective communication techniques can improve relationships between departments.

3. Competition for internal resources:
To address the competition for internal resources, a clear and transparent resource allocation process needs to be established. This could involve implementing a project management approach, creating a centralized resource allocation committee, or introducing a performance-based resource allocation system. The aim should be to align resource allocation with strategic goals and prioritize projects based on their potential impact on revenue and growth.

Organizational structure:
Considering the challenges within the organization, a matrix structure can be a suitable choice. This structure allows for cross-functional collaboration and management of projects. It ensures that resources and expertise across departments are shared efficiently. By breaking down silos and promoting collaboration, a matrix structure can help address both the adversarial communication and competition for resources problems.

Transition to the new structure:
Managing the transition from the old organizational structure to the new one would require effective change management. This includes clearly communicating the need for change, involving employees in the decision-making process, and providing training and support to adapt to the new structure. Regular feedback and communication channels should be established to address any concerns or resistance during the transition period.

Assessing the external environment:
To integrate the external environment into the turn-around plan, conducting a strategic analysis becomes crucial. This involves analyzing the political, economic, social, and technological factors that may impact the organization's operations and market position. Utilizing tools like PESTEL analysis and SWOT analysis can provide a comprehensive understanding of the external landscape. Additionally, studying industry forecasts and competitor analysis can help identify potential threats and opportunities for the organization.

It's important to note that this plan should be customized based on the specific circumstances and needs of the organization. Consulting reliable sources on change management, organizational structures, and strategic analysis would provide additional insights and support for this plan.