Insomnia Cookies

Organization Structure and Design at Insomnia Cookies What do you think the up-to-the-minute organization chart at Insomnia Cookies looks like? Is this twist appropriate for its postulate? Explain. What forces have some influenced the structure of Insomnia Cookies? Describe CEO and check lot Berkowitzs span of wariness. The organization chart is quite confusing because employees of Insomnia Cookies fulfil beyond their role of duty that they are supposed to. An organization structure should reflect the companys management chart and the roles and responsibilities of the employees (Lehmann, 1998).In this case, the structure is disorientated. Now, the organisational chart at Insomnia Cookie is divided in three parts, which consists of the tip management, middle management, and the pooh-pooh management. The Chief Executive Officer come founder sits at the part of the top management. The trade Director, Chief Operation Officer, pay Director and the Operations Coordinator in the middle part of management, while the lower management includes the marketing team, managers, bakers and delivery staffs. At Insomnia Cookies, the Manager force influenced most of the structure in the company.Every manager thinks in a different way. As fixingss such as experience, knowledge and values shape the persons way of thinking and perception, some issues could occur when running a company. The administrator staffs at Insomnia Cookies are lean, which consists of the Chief Executive Officer (also the founder), a Marketing Director, a Chief Operating Officer, and an Operations Coordinator. When Insomnia Cookies first formed its company, all told managers were new and nobody have tried managing a company, thus dissolver for every issue were made and through with(p) only when something serious came up.The business force influenced the change of the activities in Insomnia Cookies. According to Certo and Certo (2012), task includes the degree of engineering science in perfor ming a task. When issues about managing labour be, food costs and inventory management came up, the Chief Operating Director began with a brass and database to manage costs. He multitasked as he went down to terminus to kick the bucket with the bakers while he need to manage the operation of local store marketing to ensure the local store growth to be seen as a whole to the global standard.Using the factors that were stated by Koontz (1966), the similarity of functions factor explains that the activities performed by individuals that are under the supervision of Seth Berkowitz are dissimilar. The Gordianness of functions factor is hard to achieve because the subordinates each have their own complex tasks. Lastly, the coordination factor and the planning factor has negative tendency when the work done needs much coordination and especially when the manager spends much time sort out plans. With all of these, it is concluded that Seth Berkowitzs span of management is narrow.