Organizational Design and Strategy Assignment 2022

Running head: ORGANIZATIONAL DESIGN AND STRATEGY
Organizational Design and Strategy
Name of the Student
Name of the University
Author Note

ORGANIZATIONAL DESIGN AND STRATEGY1
Organizational design refers to the step by step design or methodology that is made use
of in order to identify dysfunctional aspects of an organization, such as problems related to
workflow, structures, systems, procedures after which these are realigned in order to fit present
day business goals and realities, and plans are then developed for implementing the new changes
(Buys et al. 2017). There are six important elements of organizational design namely chain of
command, decentralization or centralization, departmentalization, work specialization as well as
degree of formalization (Bovee and Thill 2017). This essay prepares an organizational design for
a company known as Seasons which is an iconic and long established producer of fine knitted
woolen products. The organizational design for Seasons is created by taking into account the
resources that are needed by the organization and the processes that are needed by the
organization.
There are different types of resources that are utilized by an organization in order
for it to be able to accomplish its goals and objectives. Some of the major resources that are
made use of by an organization in this respect are financial resources, physical resources, human
resources, as well as information resources (Chen and Schaffer 2017). It is the managers of the
organization who are entrusted with the responsibility of acquiring as well as managing all of the
resources that are needed in order to be able to run the organization in an effective manner
(Appuhami and Bhuvan 2015). Seasons is a family owned business that is currently based in
Mittagong in New South Wales from where it produces and distributes woolen products to
several parts of Australia and also to select retail outlets that are located in America and in the
United States of America. The range of products manufactured by Seasons is quite extensive,

ORGANIZATIONAL DESIGN AND STRATEGY2
starting with cardigans, sweaters, hats, socks, gloves, underwear for women, men and children,
scarves, and jumpers (Fineman et al. 2010).
Given the fact that it is responsible for producing such a wide range of products, the fact
that it distributes not only to retail outlets within Australia but also to outlets outside of the
country such as in the UK and the USA and the fact that it also now has a prominent online
presence, the company needs to set up base in more than one location in Sydney in order to be
able to expand its manufacturing activities and cater to its vast clientele more effectively than it
is able to do from a single location (Kuhn 2009). In other words, the physical resources of the
organization must be expanded and Seasons must consider purchasing property or
physical assets in another strategic location in New South Wales, a good example in this respect
being the city of Sydney, given that it’s the capital of the state and it can connect the
organization to more suppliers, distributors and facilitate its manufacturing activities by making
better infrastructural support available. By increasing physical resources, Seasons can definitely
provide an edge to its manufacturing activities than it could have when confined to just one
place, Mittagong in NSW (Bovee and Thill 2017).
The financial and human resources of the Seasons company also need to be expanded
if it is to give its already thriving manufacturing process a significant boost. At present Seasons
is an organization that is serviced by a committed staff comprising of seventy members, who
work tirelessly to ensure that the goals and the objectives of the organization are suitably met
(Grey 2005). The organization should recruit or select more skilled manpower to help it carry out
its manufacture and distribution activities to retail outlets situated not only in New South Wales
and other parts of Australia but also in the USA and the UK. The human resource base of the
organization must be expanded to at least 140 staff members to better run the operations of the