Before you design a business venture plan that includes its organizational design, you will identify how the business will generate revenue. You will assess the sustainability and innovation needs for 30 businesses in the local community in the first year. You will then share the results of those assessments with all business stakeholders to generate feedback that will be used to develop and implement proposals for consulting. You would also like to hire three university students as part-time interns to help you develop an organizational structure. You are interested in seeking investors in the business community who would like to take a leadership role in the business and its decision-making.
You are excited about this opportunity and begin considering the organizational structure for your consulting business.
Note: Additional employees may be hired in the future.
Your submission must be your original work. No more than a combined total of 30% of the submission and no more than a 10% match to any one individual source can be directly quoted or closely paraphrased from sources, even if cited correctly. The originality report that is provided when you submit your task can be used as a guide.
You must use the rubric to direct the creation of your submission because it provides detailed criteria that will be used to evaluate your work. Each requirement below may be evaluated by more than one rubric aspect. The rubric aspect titles may contain hyperlinks to relevant portions of the course.
Tasks may not be submitted as cloud links, such as links to Google Docs, Google Slides, OneDrive, etc., unless specified in the task requirements. All other submissions must be file types that are uploaded and submitted as attachments (e.g., .docx, .pdf, .ppt).
A. Describe an organizational structure you would select for the consulting business in the scenario by doing the following:
1. Describe the main features of one of the following organizational structures that would meet the needs of the consulting business and explain how this structure applies to the scenario.
• functional
• divisional
• matrix
• teams
2. Using the chosen organizational structure described in part A1, explain how each of the following four factors work within the chosen organizational structure for the consulting business in the scenario:
• functions or departments
• chain of command
• centralized or decentralized
• level of formality
B. Describe one of the following organizational theories, and explain how it can be used to support the organizational structure described in part A1:
• scientific management
• bureaucratic
• administrative
• neoclassical
• modern
• contingency/situational
C. Describe how an organizational structure can impact the effectiveness of the consulting business in the scenario by doing the following:
1. Using the goal-approach model of organizational effectiveness, describe how the organizational structure selected in part A1 can impact the effectiveness of the consulting business in the scenario.
2. Using the goal-approach model of organizational effectiveness, explain the advantages or disadvantages of using one of the organizational structures from the list in part A1 that is different from the structure already selected for the consulting business.
D. Acknowledge sources, using in-text citations and references, for content that is quoted, paraphrased, or summarized.
E. Demonstrate professional communication in the content and presentation of your submission.
File size limit: 200 MB
File types allowed: doc, docx, rtf, xls, xlsx, ppt, pptx, odt, pdf, txt, qt, mov, mpg, avi, mp3, wav, mp4, wma, flv, asf, mpeg, wmv, m4v, svg, tif, tiff, jpeg, jpg, gif, png, zip, rar, tar, 7z
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NOT EVIDENT The submission does not describe the main features of a functional, divisional, matrix, or teams organizational structure or the submission does not explain how the selected organizational structure applies to the scenario. |
APPROACHING COMPETENCE The submission describes the main features of a functional, divisional, matrix, or teams organizational structure, but the description is inaccurate or the submission does not accurately explain how the selected organizational structure applies to the scenario. |
COMPETENT The submission accurately describes the main features of a functional, divisional, matrix, or teams organizational structure and it accurately explains how the selected structure applies to the scenario. |
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NOT EVIDENT The submission does not use the organizational structure described in part A1 to explain how the four factors (i.e., functions or departments, chain of command, centralized or decentralized, level of formality) work within the chosen organizational structure for the consulting business in the scenario. Or one or more of the Factors are missing. |
APPROACHING COMPETENCE The submission uses the organizational structure described in part A1 to explain how the four factors (i.e., functions or departments, chain of command, centralized or decentralized, level of formality) work within the chosen organizational structure for the consulting business in the scenario. But the explanation of one or more of the factors is not logical or the explanation does not accurately explain how one or more of the four factors work within the selected organizational structure for the consulting business in the scenario. |
COMPETENT The submission uses the organizational structure described in part A1 to logically and accurately explain how the four factors (i.e., functions or departments, chain of command, centralized or decentralized, level of formality) work within the chosen organizational structure for the consulting business in the scenario. |
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NOT EVIDENT The submission does not describe one of the listed organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational), or does not explain how the theory can be used to support the organizational structure described in part A1. Or the submission does neither of these. |
APPROACHING COMPETENCE The submission describes one of the listed organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational), and explains how the theory can be used to support the organizational structure described in A1, but the description of the organizational theory is inaccurate, or the explanation of how this theory can be used to support the organizational structure described in part A1 is illogical. |
COMPETENT The submission accurately describes one of the listed organizational theories (i.e., scientific management, bureaucratic, administrative, neoclassical, modern, contingency/situational) and logically explains how this theory can be used to support the organizational structure described in part A1. |
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NOT EVIDENT The submission does not describe how the organizational structure selected in part A1 can impact the effectiveness of the consulting business in the scenario, or it does not use the goal-approach model of organizational effectiveness. |
APPROACHING COMPETENCE The submission describes how the organizational structure selected in part A1 can impact the effectiveness of the consulting business in the scenario, but the description contains inaccuracies or does not accurately use the goal-approach model of organizational effectiveness. |
COMPETENT The submission accurately describes how the organizational structure selected in part A1 can impact the effectiveness of the consulting business in the scenario and accurately uses the goal-approach model of organizational effectiveness. |
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NOT EVIDENT The submission does not explain the advantages or disadvantages of using one organizational structure from the list in part A1 that is different from the structure selected for the consulting business or does not use the goal-approach model of organizational effectiveness. |
APPROACHING COMPETENCE The submission explains the advantages or disadvantages of using one organizational structure from the list in part A1 that is different from the structure already selected for the consulting business, but the explanation contains inaccuracies or does not accurately use the goal-approach model of organizational effectiveness. |
COMPETENT The submission accurately explains the advantages or disadvantages of using one organizational structure from the list in part A1 that is different from the structure already selected for the consulting business, and the explanation accurately uses the goal-approach model of organizational effectiveness. |
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NOT EVIDENT The submission does not include both in-text citations and a reference list for sources that are quoted, paraphrased, or summarized. |
APPROACHING COMPETENCE The submission includes in-text citations for sources that are quoted, paraphrased, or summarized and a reference list; however, the citations or reference list is incomplete or inaccurate. |
COMPETENT The submission includes in-text citations for sources that are properly quoted, paraphrased, or summarized and a reference list that accurately identifies the author, date, title, and source location as available. |
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NOT EVIDENT Content is unstructured, is disjointed, or contains pervasive errors in mechanics, usage, or grammar. Vocabulary or tone is unprofessional or distracts from the topic. |
APPROACHING COMPETENCE Content is poorly organized, is difficult to follow, or contains errors in mechanics, usage, or grammar that cause confusion. Terminology is misused or ineffective. |
COMPETENT Content reflects attention to detail, is organized, and focuses on the main ideas as prescribed in the task or chosen by the candidate. Terminology is pertinent, is used correctly, and effectively conveys the intended meaning. Mechanics, usage, and grammar promote accurate interpretation and understanding. |