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CHAPTER 15
Organizational Structure
Discussion Questions
15.1 Is it possible to be a great leader of employees in a highly mechanistic organization? What special talents or abilities might be required?
15.2 Why do the elements of structure, such as work specialization, formalization, span of control, chain of command, and centralization, have a tendency to change together? Which of
the five do you feel is the most important?
15.3 Which is more important for an organization: the ability to be efficient or the ability to adapt to its environment? What does this say about how an organization’s structure should
be set up?
15.4 Which of the organizational forms described in this chapter do you think leads to the highest levels of motivation among workers? Why?
15.5 If you worked in a matrix organization, what would be some of the career development
challenges that you might face? Does the idea of working in a matrix structure appeal to
you? Why or why not?
Case: Mattel
Although ex-CEO Margo Georgiadis’ restructuring ideas were lauded internally at Mattel and
many believed they were starting to show results, the environment shifted quickly for the toy
company when retailer Toys ‘R’ Us declared bankruptcy and financial results drove Mattel’s
stock price to a heavy decline (73 percent) and a 10-year low. Georgiadis resigned less than
a year after she started (to become CEO of Ancestry.com). One of Mattel’s board members
(appointed by Georgiadis), Ynon Kreiz, became the newly appointed chairman and CEO.
Kriez is Mattel’s fourth CEO in 4 years and has experience largely in entertainment and
media-distribution along with a background in licensing and merchandising. He is the third CEO
in row with no experience in making toys per se.
Not wasting any time and less than 3 months after Kriez starting, Mattel announced a reduction of more than 2,200 jobs, which equaled 22 percent of its non-manufacturing workforce.
In addition, manufacturing plants in New York and Mexico were planning to be sold. Continuing
the “structural simplification program” that was already started, Kreiz hopes to realize a
$650 million gain. However, the restructuring plan has created a lot of anxious employees,
and employees state that morale is near an all-time low. Asked about how he plans to reassure
employees, Kriez stated that “It’s town halls. It’s small group meetings. It’s one-on-one meetings.
It’s traveling to all of our offices around the world and meeting people on the ground at all levels
of the company. At the same time, part of my responsibility is less talk and more action. What
we try to bring to the organization now is clarity and focus. If you do that, and you’re transparent
and forthcoming, the message travels. People eventually understand where you are heading and
become part of the journey.”*
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The Assignment must be submitted on Blackboard (WORD format only) via the
allocated folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented; marks may be reduced
for poor presentation. This includes filling in your information on the cover page.
Students must mention the question number clearly in their answers.
Late submissions will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answers must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
CLO-Covered
1.
2.
Define the impact of company’s culture, structure and design can have on its
organizational behaviour. (CLO3).
Examine the differences and similarities between leadership, power, and
management. (CLO5).
Assignment 3
Reference Source:
Textbook: Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021). Organizational behaviour:
Improving performance and commitment in the workplace (7th ed). Burr Ridge, IL:
McGraw-Hill Irwin.
Case Study: –
Case: MATTEL
Please read the case “Mattel” from Chapter 15 “Organizational Structure” Page: – 505
given in your textbook – Organizational behaviour: Improving Performance and
commitment in the Workplace (7th ed). by Colquitt, J. A., LePine, J. A., & Wesson, M. J.
(2021) and answer the following Questions:
Assignment Question(s):
1. If you were a Mattel employee, would you be encouraged by what CEO Ynon Kriez
said about how he is following up on restructuring? Is there a way he could have said it
better? (02 Marks) (Min words 150-250)
2. Given that Mattel’s structure is still organized around brands (toys), how do you expect
a new film division to fit in from a structural standpoint? (02 Marks) (Min words 150200)
3. How might Mattel change its structure to be more efficient or successful? (02 Marks)
(Min words 150-200)
Part: -2
Discussion Questions: – Please read Chapters 13 & 14 “Leadership: Power and
Negotiation & Leadership: Styles and Behaviour” carefully and then give your answers
based on your understanding.
4. Who is the most influential leader you have come in contact with personally? What
forms of power did they have, and which types of influence did they use to accomplish
objectives? (02 Marks) (Min words 150-200)
5. Before reading this chapter, which statement did you feel was more accurate: “Leaders
are born” or “Leaders are made”? How do you feel now, and why do you feel that way?
(02 Marks) (Min words 150-200)
Important Note: 1. Support your submission with course material concepts, principles, and theories from
the textbook and at least two scholarly, peer-reviewed journal articles.
2. References required in the assignment. Use APA style for writing references.