Cyber Software Inc.
Most businesses focus on introducing management plan with the central purpose of adjusting strategies; introduce new goals and changing operations. It simply means a process of assessing goals as well as create realistic and detailed plan meant to meet the goals. It further takes into consideration both long term and short term corporate strategies. The context introduces a management plan for Cyber Software Inc. according to Joseph Jackson; the company was to first revise the mission and vision statements believed to make the organization move forward. As the CEO, he thought of working on new program development and focus on damage control. The newly introduced program encompassed skilled programmers. This made the structured approach quite expensive and a revision of the plan turned to be necessary. This further made it necessary to concentrate on the two divisions.
Historically, Cyber Software Inc. is termed as a medium size manufacturer of software products. Joseph Jackson stands in as the Chief Executive officer and at the same time, the owner of the entire corporation. The company’s management is said to have responded to only 275 people believed to have been affected by the hacking practices (Sherif and David 6). This meant that the management was to come up with better software that will be faster in the cleanup procedures. As the vice president of operations, this meant a wakeup call for the management to work on a new plan that will serve the new demand. Joseph has been serving as the CEO for the past two years calling upon a collective management that has seen him working together with the vice president of the operations. Based on the objectives placed forth by the firm, the management has consistently been working on separate divisions believed to focus on damage control and new programmer development.
Proposed new mission statement and vision statement
Enhance the efficiency of software Security Company, which strives to provide the best protection to customers with cyber operations. This ensures absolute protection of the clients against hacking practices and reduces expenses to be met by the company.
To help customers secure information through innovative services developed and modified by the company. This suggests on a flexible system that can be adjusted to meet new needs.
An Organizational Structure
Based on the Joseph Jackson’s vision, it is important to introduce a line of command believed to manage divisions engaged in different areas. This means that a divisional structure may serve the purpose. The structure is important in serving large organizations with various departments’ assigned different tasks (Frantz and Sallustio 78). The most beneficial side of this structure entails consistent address of the objectives and coverage of several tasks at the same time. Based on this, the structure below is felt convenient in serving the company’s objectives.
Cyber Software Inc. implements three management levels based on the divisional structure. These include the top-managers level, middle-level managers as well as low-level managers. The top-level managers entail the board of directors, CEO and vice presidents in charge of operations as well as sales and marketing. These managers are heavily engaged in controlling as well as overseeing every operation in the entire organization. The managers at this level engage in developing goals, deducing strategic plans, make decisions and outline company policies. More importantly, top-level managers involve themselves in mobilization of the outside resources. On the other hand, middle-level managers include general managers, department managers and branch managers. They are subsequently accountable to the defined top management (Frantz and Sallustio 58). All middle-level managers will heavily be devoted in both organizational and directional functions.
They will engage in executing organizational plans in compliance with company policies as well as work towards achieving the organizational objectives. Managers at this level further engage in diagnosing and resolving problems, designing as well as implementing the reward systems. Lastly, low-level managers include section heads, foremen and supervisors. These managers engage in directing and controlling (Huff, Shelanskey and Jackson 111). Some of the tasks include task assignment, guiding and supervision of employees and lastly, up-channeling employee problems. The operations division has extra divisions for manufacturing and accounting. The four divisions are convenient enough in working with teams focused on executing security strategies. However, the structure is convenient for Cyber Software Inc. to simply and at the same time clarify accountability, authority and responsibility relationships. The structure further promotes simple understanding as well as enhance decision making.
Other structures that may not have served the same role played by divisional structure include functional and matrix structures. The functional structure narrows down to groupings meant to serve different purpose. However, the structure is strongly limited by communication restrictions across different departments. On the other hand, the matrix structure is normally termed as a hybrid of divisional as well as functional structure. With this type, the structure is commonly used by large multinational companies, which may be uneconomical for Cyber Security Inc. In addition, matrix structure commonly creates power struggles and operational interference of dual management, which may inconvenience team building (Huff, Shelanskey and Jackson 101).
An Organizational Culture Aligning Joseph Jackson’s vision
In most circumstances, it is far much recommendable to have an organizational culture, which largely complies with the requirements stated in the organizational structure. It commonly refers to a system of shared beliefs, values and assumptions believed to govern people’s behavior in an organization. Apparently, the shared values create a strong influence that dictate how people are supposed to act, perform and dress at the workplace. For Cyber Software Inc., Joseph believes that the company can perform well by working through divisions. The most convenient organizational culture, which may work best for the company revolves around a hierarchical corporate culture. The culture is based on corporate structures and levels. The culture dictates the rankings and importance of the corporate environment. It further obeys a top-down control guide where adherences to best practices comply with the set processes believed convenient in executing business operations (Katz and Richard 34).
Moreover, the hierarchical corporate culture is based on stifle employee initiative and creativity. The culture is more convenient and serves well with divisional structure stated to run the firm. The sense of concentrating on damage control and new programmers development means that supervision and team building are both necessary. Joseph Jackson believes that having more numbers of divisions will enhance quick response to Cyber-security issues as well as increase production of software products (Tipton and Micki 45). This may perfectly work when managerial teams are given full mandate to execute supervisory roles. Apparently, the hierarchical culture points out the essence of ranks, which ensures that both damage control team and program developers work based on the objectives set by the firm.
The impact of organizational structure and culture on planning and organizingPlanning and organizing are two important processes that need to be addressed by Cyber Software Inc. as far as the divisional structure and hierarchical corporate culture are placed into consideration. They both influence the process of planning by injecting more elements in the system. This means that the planning process will be made long but accurate at the same time. For example, if the damage control teams are to be readjusted, then the teams should be consulted first before the details can be forwarded to the division (Hansen and Machin 189). This means that before reaching the management, the details would have passed through a long process. The same effect is also felt through organizing where extra resources will be needed to address any adjustments. Through the newly established divisional structure and hierarchical corporate culture, the business may stand to witness strategic planning and effective organization (Randazzo et al 67). This means that the newly employed skills mean new ideas in the business thereby working on new ways that can be beneficial for the company. Since the culture and structure are flexible enough, it is possible for the business to add new elements with the central aim of addressing new challenges and problems.
For the mini-management plan, Cyber Software felt the necessity of establishing a significant organizational structure and culture. The paper has gone an extra mile in stating the essence of a divisional structure for the company. It has further mentioned the significant relationship between the planned business operations and the hierarchical corporate culture. A discussion over the impact of the new structure and culture on planning and organization revealed the essence of accuracy but criticized on the time spend for an issue to reach the management. Despite some of the shortcomings presented by the corporate culture and divisional structure, Cyber Security Inc. can perfectly benefit from the mini-management plan thereby increasing its customer outreach and protect more clients.
Frantz, Frederick K., and John Sallustio. National Institute of Justice Center Requirements Definition, Technical Assistance, Agile Test and Evaluation and Cyber Science Analysis. L-3 Communications Analytics Corp Rome Ny, 2003.
Hansen, Anders, and David Machin. Media and communication research methods. Palgrave Macmillan, 2013.
Huff, Julie Lynn, Tracy Glenn Shelanskey, and Sheila Ann Jackson. “Dynamic system defense for information warfare.” U.S. Patent No. 6,408,391. 18 Jun. 2002.
Katz, Jerome A., and Richard P. Green. Entrepreneurial small business. Vol. 200. McGraw-Hill/Irwin, 2009.
Randazzo, Marisa R., et al. Insider threat study: Illicit cyber activity in the banking and finance sector. No. Cmu/Sei-2004-Tr-021. Carnegie-Mellon Univ Pittsburgh Pa Software Engineering Inst, 2005.
Sherif, Joseph S., and David P. Gilliam. “Deployment of anti-virus software: a case study.” Information management & computer security 11.1 (2003): 5-10.
Tipton, Harold F., and Micki Krause. Information security management handbook. CRC Press, 2003.