Bmgt-the organizing function!

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Case Discussion: Smithfield Custom Furniture (Part 3)

It is now 2015, and Smithfield’s Custom Furniture has continued to grow. Its new product line of lower-priced furniture was an immediate sensation in the marketplace. The company now has 344 stores and 21,000 employees. The company now has a total of 12 international retail stores evenly divided among Spain (3), France (3), Germany (3), and England (3). 

Margot Smithfield, Jonas Smithfield III’s only heir, is now running the company. She has a master’s degree in design and an MBA degree. She has been running the company for 3 years. 

Margot Smithfield and the 12-member board of directors have been assessing an opportunity to acquire You Figure it Out, a moderately profitable 51 store chain of ultra-modern furniture. You Figure it Out’s furniture and furniture-related accessories are all made in China and sold only in the United States. Their retail stores are located in Texas (6), California (13), New York (15), Nevada (4), Florida (9), and North Carolina (4).

Margot and her board have reasoned that the company has excess capacity at their 5 manufacturing plants. They know that producing a new line of furniture would mean retraining several hundred of their workers in the new production process. However, if this change is successfully executed, it would significantly increase the profitability of the You Figure It Out brand. The company also sees a market for the ultra-modern style of furniture in Smithfield’s existing foreign markets and believe the current Smithfield stores in Spain, France, Germany, and England could display some of the new furniture along with their traditional lines of furniture and take orders that would be produced in the US plants. Other than that, the Smithfield Custom Furniture product line and the You Figure It Out brand would operate as they currently do.

They have decided to conclude the purchase with You Figure It Out executives and want to announce the decision to their workforce as soon as possible.

The Management Issue: Margot Smithfield is concerned she will overlook something important in her communications to employees and the board’s decision-making. 

Case Discussion  


It is 1901. Alicia Smithfield, daughter of the founder of Smithfield Custom Furniture, just inherited the company. She is the only surviving heir to the furniture empire her father built.  

Headquartered in upstate New York, the company has grown significantly over the past 60 years. Began in a shed built next to his log cabin, Jonas Smithfield’s quality furniture developed a huge following among New York City’s wealthiest residents.

After being educated in the best business schools in Europe and America, Alicia has run the business side-by-side with her father for the past 15 years. When there were many issues confronting the business, a tree being felled took an unexpected route and brought Jonas’ life to a surprising end.

The company had just moved to a facility large enough to house its workers: 10 carpenters; 5 furniture designers; 5 wood finishers (varnish and dye experts); 10 machine operators to assist with the various equipment needed to cut the wood into various designs, polish and sand the wood; 5 mechanics to keep the vehicles (5 trucks) and boats (7) that transported wood from upstate New York and Canada to the work area in good repair; 15 lumberjacks who cut wood in nearby areas and moved it downriver by boat or over the rugged highway by truck; and 5 office personnel who assisted with filing, invoicing, drafting and responding to correspondence, handling customer inquiries, and performing other necessary office functions. More than half of these employees were hired in the past 5 years.

Alicia’s Big Issues

The major issues confronting Alicia Smithfield are these:  

(1) The furniture manufacturing functions are very disorganized. It is not clear how to best organize these functions. For example, the varnish and dye experts each use a different method to complete their tasks.  

(2) The production schedule is a mess. It is not clear which projects should be completed first to ensure products are being delivered to customers on time. 

(3) The lumberjacks, both cutting trees down and shipping them by truck or boat, differ on the best methods to perform these tasks. 

(4) Tempers are flaring as a result of the disorganization. The office, clerical, and support workers are rude to each other and can’t seem to act as a cohesive work unit.

(5) While the company is financially successful, as it has grown from a small family-owned business to a large and complex enterprise, the organizational structure has not kept pace. Few formal rules exist, and the keeping and maintenance of records are haphazard.  

(6) Employees are feeling overworked and losing satisfaction in the work they are doing. They believe their basic needs are not being addressed.

Alicia’s Proposed Issue Solutions 

Alicia Smithfield is familiar with all of the contributors (
e.g., Weber, Gilbreath, Taylor, among others) 
to the management theory you have read about this week. She has decided to hire six (6) of those contributors to management theory from the week’s readings as consultants.
(We shall now refer to those contributors (e.g., Weber, Gilbreath, Taylor, among the others) in this week’s readings as “consultants.”)


Each of the six (6) consultants selected will be assigned to solve only one of the six (6) issues listed above. Alicia’s problem is that she is unclear as to which of the six (6) contributors selected from the week’s reading to be her consultants are best matched to solve each of the six (6) specific issues listed above.   


Theme 1:  Planning 

Why It Matters: Planning and Mission

Mission, Vision, and Values

Pros and Cons of Planning

The Planning Cycle

Types of Plans and Common Planning Tools

Putting It Together: Planning and Mission

Theme 2:  Strategic Management

Why It Matters: Environments and Strategic Management

The Role of Strategy in Management

Common Frameworks for Evaluating the Business Environment

Common Frameworks for Situational Analysis

Stages and Types of Strategy

How Environment Affects Strategy

Putting It Together: Environments and Strategic Management

5 Considerations When Setting Your M&A Goals

How to Prepare Your Company Culture for a Merger or Acquisition



Theme 1: Organizational Structures

Why It Matters: Organizational Structures

The Purpose of Organization

Common Organizational Structures

Factors Impacting Organizational Design

Current Trends in Organization and Job Design

Putting It Together: Organizational Structures

Theme 2:  Organizational Culture and Diversity

Why It Matters: Culture and Diversity

Organizational Culture

Key Dimensions of Organizational Culture

Influences on Organizational Culture

Cultural Change

Employee Diversity

Putting It Together: Culture and Diversity



Theme 1:  Leadership

Why It Matters: Leadership


What Makes an Effective Leader?

Effective vs. Poor Leadership

Situational Theories of Leadership

Transformational and Transactional Theories of Leadership

Putting It Together: Leadership

Theme 2:  Motivation 

Why It Matters: Motivation

The Importance of Employee Motivation

Needs-Based Theories of Motivation

Process-Based Theories of Motivation

Job Characteristics that Affect Motivation

Goal-Setting Theory

Reinforcement Theory

Manager’s Role in Promoting Motivation

Putting It Together: Motivation



Theme 1:  Control Systems  

Why It Matters: Control

Control in the Business Setting

The Control Process

Levels and Types of Control

The Need for a Balanced Scorecard

Financial and Non-financial Controls

Putting It Together: Control

Theme 2:  Total Quality Management  

Total Quality Management (TQM)


– Please cite your work in your responses

– Please use APA (7th edition) formatting 

– All questions and each part of the question should be answered in detail (Go into depth)

– Response to questions must demonstrate understanding and application of concepts covered in class, 

– Use in-text citations and at LEAST 2 resources per discussion from the school materials that I provided to support all answers. 

The use of course materials to support ideas is HIGHLY RECOMMENDED

– Responses MUST be organized (Should be logical and easy to follow)

– Include at least 4 references and include in-text citations.

Case Discussion: Smithfield Custom Furniture (Part 4 Conclusion)

This case discussion continues with the Smithfield Furniture Company. (You may desire to briefly review the facts provided to you in Discussions 1—3  to address this week’s discussion.)

It is now April 1, 2020. The 2015 purchase of You Figure it Out was culminated, and the planned integration of their manufacturing and sales, as described in Discussion 3, fully completed. 

The company now has 411 stores and 24,000 employees. 344 of the 411 retail outlets all sell the upscale and moderately priced lines; 51 retail outlets (Texas (6), California (13), New York (15), Nevada (4), Florida (9), and North Carolina (4) sell only the You Figure it Out brand. These 51 stores employ 2,000 of the 24,000 workers. 

There are 16 stores overseas, Spain (4), France (4), Germany (4), and England (4), that sell all 3 product lines. These stores employ 1,000 workers. Half of these employees work in retail stores. The other half work at various seaports in their countries, receiving furniture and delivering the furniture produced in the US to various stores and customers.  

In 2015, Margot Smithfield and the 12-member board of directors purchased You Figure it Out, a moderately profitable 51 store chain of ultra-modern furniture. The furniture and furniture-related accessories of You Figure it Out were all made in China. Still, with the 2015 acquisition, all furniture is manufactured at 1 of the 5 furniture manufacturing plants in the United States. Their retail stores are located in Texas (6), California (13), New York (15), Nevada (4), Florida (9), and North Carolina (4).

Financial Info:

· 2019 Gross Sales (all product lines) – $1.6 Billion US. 

· 2019 Net Profit – $440 Million   

· April 30, 2020 (Cash Reserves) – $2.8 Billion

· Sixty percent (60%) of sales, gross revenues, and expenses are associated with the upscale product line.

· Twenty-five percent (25%) of sales, gross revenues, and expenses are associated with the You Figure it Out product line.

· Fifteen percent (15%) of sales, gross revenues, and expenses are associated with overseas outlets.

In other words, for this case activity, all 3 product lines are proportional in terms of revenue and expenses. 

The Management Issue: Presently, it is believed that as early as March 2025, the possibility exists for the company to be in the throes of a worldwide rapidly spreading, highly contagious, debilitating, and often fatal viral pandemic. The company must plan for this eventuality to occur. 

Your Task for Your Initial Post 

Margot Smithfield has requested you, based on the course materials you have studied the past seven weeks related to Planning, Organizing, Leading, and Controlling, to briefly discuss (supported by course materials. in-text citations, and references) the major impact this pandemic will have on Smithfield Custom Furniture’s Planning, Organizing, Leading and Controlling functions. You can assume a vaccine will be available and distributed worldwide 18 months from the start of the pandemic. 

After you have discussed the major impact the pandemic will have on the company’s Planning, Organizing, Leading, and Controlling functions, you must indicate for each of those functions the most significant action the company will need to take to ensure its survival, assuming the pandemic’s effects will last 18 months.  

Format for Your Initial Post

You must use the exact numbers and their corresponding headings for your initial post. You are required to use when appropriate in-text citations and a reference list.  

1. Pandemic: Major Effects on Planning for Smithfield Custom Furniture Company  

1A: Pandemic: Most Significant Planning Action for Company 

2. Pandemic: Major Effects on Organizing for Smithfield Custom Furniture Company  

2A: Pandemic: Most Significant Organizing Action for Company 

3. Pandemic: Major Effects on Leading for Smithfield Custom Furniture Company  

3A: Pandemic: Most Significant Leading Action for Company 

4. Pandemic: Major Effects on Controlling for Smithfield Custom Furniture Company  

4A: Pandemic: Most Significant Controlling Action for Company

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