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The division directors were understandably unhappy when they saw some
of their independence taken away from them. They openly complained
that the company was on a "yo-yo" course, first decentralising and then
centralising. Sweet worried about this problem, calls you in as a
consultant to advise him what to do.
Board 11 allows the development of a variety of answers to the questions
posed in the case study. These answers may then be developed further to
draw out a more in-depth analysis as shown in board 12
Should there be more centralisation of common or corporate function?
In addition, should the CEO further address the organisation structure?
Currently the structure is a divisional one but one that is still functional in
nature. Perhaps a multi-divisional or matrix structure would be more
appropriate and effective?
