Leading Change-Good Sport
Leading Change: Good Sport
Jason Poole had a vision 15 years ago to produce fitness equipment that brought health and wellbeing to all people while maintaining a step ahead of both competition and the latest trends. Jason realized his vision by creating Good Sport. Manufacturing all kinds of fitness equipment, Good Sport truly came into its own when Marvin Wallace, the Chief Executive Officer, brought improvement in all areas of the business. In a results-oriented, high expectation environment from both investors and consumers, Good Sport must continuously propel forward and lead change. "The need for new organizations is greater than ever today because managers face revolutionary changes," (Kreitner, 2003). As they expand into larger markets and geography, Good Sport's ability to successfully improvise and adapt to varying business cultures will be tested.
Even though there is tremendous respect for Good Sport's management team, the current organizational structure is more divisional than functional due to the silos created by the varying work cultures within each department. The divisional structure within Good Sport can be broken down even further to a product/service structure. Because of their divisional organizational structure, Good Sport is poised to accommodate growth easily, (McShane, 2004). However, the silos that exist in a divisional organizational structure can keep knowledge, innovation and best practices from reaching other departments, (McShane, 2004).
As stated earlier, there are varying cultures within Good Sport. For instances, the sales work culture at Good Sport is very informal. In the production department, the work culture is just the opposite, more distinct. The employees in the production department uphold a culture where they maintain a professional distance from one another. They dislike interference from other departments. And, they are impressed only by facts. The opposite is the sales department...
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