ORGANIZATION STRUCTURE ANALYSIS

Organization Structure Analysis

Organization Structure Analysis

This paper is essentially on British American tobacco Company. Its focus on how the company is going to achieving the leadership of UK tobacco by market a new brand of cigarettes. British American tobacco Company aim to introduce the new brand cigarettes in the market and B.A.T will provide a variety of creative and innovative cigarettes to customers, with the marketing objective of achieve the leadership of the UK cigarettes industry. In order to be famous the company needs to do many efforts to increase market product to current and potential customers. Therefore, plan following by promotion is set up to reach the goals. The company is going to highlight some point, such as social take responsibility, the benefits of new product, market strategies and the promotion of our product.

British American Tobacco Company will positioning itself as market leader in tobacco and cigarettes market by creating new brand and developing a market in UK, also year 2009 will be challenging for as us and the British American tobacco Company move towards a different level in market expansion.

To a great extent the culture of the organisation is dictated by the strategic leader. The attitudes and behaviours of people are affected as well as their willingness to accept responsibility and take measured risks (Thomson 1995). Training or simple reasoning will not change the values or behaviours. Transformational leadership can in some cases achieve rapid and major cultural change. These leaders create a vision of the future organisation and employees form an emotional commitment of this vision. Within BATP this describes a shift from 'control by repression' to 'control by seduction' (Reed 1992) and is carried out because it is assumed that employee commitment equates to higher profits. What distinguishes these 'Transformation Leaders' from others, and the key to their success is their passionate commitment to a new vision of the organisations future and their ability to share that vision with all employees.

Leadership Commitment

Colin Marshall's own personal commitment is one of the most written about features. He attended 95% of all of the PPF courses that ran, setting out his vision for BATP and participating in question and answer sessions with staff (Georgiades and Macdonald 1998). A COE walking the talk does make it easier to accomplish cultural change. The culture within BATP was heavily entrenched, destabilsation was needed to share the employees out of their complacency and 'feel' the need for change. This destabilisation tends to generate legislation to change. Colin Marshall overcame this resistance, by identifying and developing BATP's distinctive competencies and channelled resources to where he felt modifying the budgeting process. Colin Marshall had made clear attempts to tackle artefacts through means of symbols. In the presence of new symbols of the 'new culture' these were PPF badges, which Colin Marshall also wore for 2 years (Georgiades and Macdonald, 1998,p209). Peters (1978) was cogently and persuasively argued that the COE can manipulate the culture through symbols. New uniforms were also ...