Spring2011-MGT506-mod2-case-

Spring2011-MGT506-mod2-case- - 1 How did Rosetti's...

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1 How did Rosetti's strategic leadership affect the structure and performance of the IRS?   MOD 2 TUI UNIVERSITY Case 2 Assignment Course Number: MGT506 Professor Dr. Kimberly Johnson 10 June 2011 
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2 How did Rosetti's strategic leadership affect the structure and performance of the IRS?   MOD 2 Introduction Charles Rosetti took control of the IRS in 1997.  His leaderships would pull him though  the pendulum swing of shocking stories of IRS agents mishandling tax situation and  abuses.  Also, he needed to reform of the obsolete fragmented structure of the IRS  system that was complicated with database intricacies, tax code complexities and  fragmented control.  Our cases will the analysis of Charles reforming strategy and  modernization of the IRS.  Open Transparency Charles began his tenure with the embrace of a new approach to modernize the tax  agency.  The current structure of the IRS was in the matrix organization style with the  bureaucracy overlay.  With the autonomy of district directors and their high levels of  autonomy which has been in place for 50 years was obsolete and required reform.  With  this restructure, Charles wanted to create a team-based structure committed to “open 
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3 How did Rosetti's strategic leadership affect the structure and performance of the IRS?   MOD 2 and honest communication,” which reform of the bureaucracy and remove the  continuous intrinsic power structures from it and in-act a mixture of mechanistic and  organic organization while embracing the technological structure to enhance progress  (Rainey, H. G., and J. Thompson, 2006).  His openness was to open dialog with any  person or organization affiliated and had a stokehold with the IRS.  To initiate this,  Charles met with these groups including IRS employees to gain firsthand knowledge of  what was involved.  This transparency and openness offered everyone to be engaged,  inside and outside the IRS, and remove the “us versus them” stigma (Rainey, H. G., and  J. Thompson, 2006). Organizational Structure Charles span of control need to be curtailed into a more focused centered organization.  The organization before he arrived was decentralized were subunits, or in other words,  had geographic districts and regions.  The removal of this structure was necessary to  create a customer-oriented organization and remove much unneeded bureaucracy and  create a structure from the top down.  Furthermore, it created a focus on types of  taxpayers and removed the autonomy from district managers.  With the RRA 98 
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