chance that the other employees would respond negatively to Zelenko’s promotion and assume that Zelenko is receiving special treatment. He is not as seasoned as the rest of the managers at the same level and he would need time to adjust to his new role. “In the past couple of years, it had gotten even harder to attract the right personnel,” ones who could speak English, a language that was prized on “an upward trajectory for some time.” Therefore, it would be extremely difficult to find a “qualified replacement” when considering the “only internal candidate,
Zelenko.” Not only would the employees suffer from losing Brodsky and his contributions to the company, but also this alternative would poorly reflect Keller’s managing abilities, which would justify the complaints that Haussler made about him. While the company could react well to Brodsky’s departure, it may be in everyone’s best interest to better utilize all of their strengths through another alternative. Oftentimes, conflict can be very common in big companies; the third alternative is to change the organizational structure. The current design for this company is simple and may not be best suited to accommodate the amount of people who work here. By creating a specific structure in the workplace, the managers can benefit from the mechanism and organism aspects of a more complex structure. They can retain all of their current assets but adjust how they contribute to the company on a day-to-day basis. One method that could be used is the idea of a matrix, which organizes the company by functional and product departmentalization. This would allow for efficient allocation of the abilities that Zelenko, Brodsky, Keller, and Antonov possess. Zelenko could still receive a promotion and allow him to deal with the sales aspect of the company, where he has seen success in the past. Brodsky would focus more on the marketing functions and manage the company’s budget and developing a comprehensive set of information and control systems. He and Antonov are more bureaucratic in their leadership style, which would give more centralization to the company. Given that Antonov is from Ukraine, he has a direct sense of the market because he has dealt with the area for his entire life. Those involved in the organizational change might struggle to adjust quickly to their new roles, which could lead to later confusion. A power struggle could develop because Antonov, Brodsky, and Keller would all be on the same level on the hierarchy. The employees may not know who to listen to if the distribution of responsibility is not clear. They need to ensure that everyone has
consensus with what is the direction of the company so they can prosper for years to come. The final recommendation is what the team of consultant believes to be the most effective solution: restructure the organization in a manner more compatible with the respective strengths of Brodsky and Keller. The matrix structure, in particular, would be an innovative resolution to the current inefficiencies that plague the corporation. This organizational design creates the
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- Spring '10
- Brodsky, Dmitri Brodsky