Leading Change Paper
Good Sport is a fitness equipment manufacturer that specializes in producing equipment such as treadmills, steppers and bikes. The company has seen considerable growth over the last four years with investments in improving research and development (R&D), sales, and production teams. Due to the company’s recent success, the organization is now expanding its operations to Georgia, North Carolina and South Carolina selling fitness equipment products to hospitals, clubs, hotels and residential houses.
The organizational structure is a form of departmentalization. “Departmentalization specifies how employees and their activities are grouped together. It is a fundamental strategy for coordinating organizational activities,” (Learn Management 2, 2008). The form of departmentalization that Good Sports organizational structure operates under is a functional structure. “ A functional structure organizes employees around specific knowledge or other resources,” (Learn Management 2, 2008). Good Sport is broken down into several types of teams such as R&D, production, marketing and sales where the team members process expert knowledge in the same area of work, share common goals and budgets.
Good Sport is considered to have both a strong and informal organizational culture that exists at Good Sport. The employees at Good Sport have adopted an informal attitude in which they prefer to work independently, are eager to garner support for their own ideas and dislike being dictated by others. The employees also supported teamwork, were inspired by company icons, had a high level of respect and loyalty for their superiors and were very customer oriented “Informal culture has tangible and intangible, specific and non-specific
manifestations of shared values, beliefs and assumptions,” (Rocw Raif Foundation, 2008). Good Sports culture is look at a strong culture because there is a strong sharing of the core values among organizational members and degree...