Planning and Organizing

Planning and Organizing

Order Description

Students will read the case study that focuses on mission and vision, organizational structure and change and organizational culture and respond to the following


You have been hired as a consultant to help Joseph Jackson solve his organizational problems. You are to create a mini-management plan that structures the entire

company. The mini-management plan will include a mission and vision, structure and culture.

Required Elements to Include in the Management Plan:
•Create mission and vision statements that align with what Joseph Jackson envisions for his company and explain why these statements are appropriate for Cyber

Software, Inc;
•Create an organizational structure that aligns with the vision of Joseph Jackson
? Explain why the structure is the most appropriate structure for Cyber Software, Inc;
?Explain why the other structures were not selected.
?Illustrate the structure with an organizational chart with names, job titles, and direct reports;
?Develop profiles (bio that focuses on the jobs held including current position) for the management team (Be creative);
•Discuss in detail the culture Joseph Jackson will create for his new organizational structure and how he will make those changes;
•How will the changes in the organizing facet of the P-O-L-C framework prevent future mishaps;
•In completing this assignment students are to use critical thinking and use the jargon learned in the course. In doing so, students must use facts from the case study

and make connections with concepts ideas and theories identified in the eBook.

Cyber Software, Inc Case Study
Planning and Organizing

Cyber Software, Inc. is a medium size manufacturer of cyber protection software products.  The company has gross sales of 20 million dollars. Expenses are

approximately 8 million dollars leaving an after tax profit of 10 million dollars per annum.  Some of their major clients include local retail businesses as well as

state and municipal governments.  One medium sized client is the Baltimore City Government. Yesterday, the city found that their website was hacked and credit card

information provided to pay water, sewer, real estate tax, and parking tickets was accessed.  It was suspected that the hacking was part of the recent attacks by

Russian cyber thieves.

Joseph Jackson is the CEO and owner of the corporation. Fortunately for Jackson the company was able to respond quickly and only 275 people were affected by the

hacking. However, this was a wake up call for Jackson.  He knew that if he was to continue growing the business he would have to develop better software as well as

fast clean up procedures for the victims.  Jackson felt it was imperative that the company always remain on the cutting edge of the industry so that his customers felt

safe and trusted the company’s work. He took pride in the fact that the company has been capable of keeping his client’s information safe.  In reaction to the break in

at the City, and wanting to keep their business moving forward, Jackson decided that he would set up a separate division to work on new program development and a third

division to focus on victim clean up and damage control. The third division he thought would provide a good selling point to potential new clients as none of his

competitors offered this service.

The new development division required the hiring of four new program developers with extensive cyber security background. They all had good skills and some had actual

experience in helping to uncover a few cyber thieves in the Target incident.  They were creative and motivated to help protect people from having their property

stolen. Knowing the nature of programmers Jackson did not structure the new development division so their progress or program approach was left to the programmers.  In

fact Jackson, in general, tried to keep the company as a whole free from a bureaucratic or structured environment.  A year into the project the four programmers began

to diverge so much in their programming approach that it became extremely expensive and in some ways they were wasting resources by covering similar ground.  Nobody

could agree as to which course was most effective.

In the client customer service division two programmers were hired as well as two experienced credit specialists, and two paralegals. Further, the division’s lack of

structure has allowed a few strong personalities to emerge and the individuals cannot seem to get along. Like the new development division, customer service seems to

be spinning their wheels in developing standard procedures and credit protection help for victims.

Also, both divisions were pulling people from their existing clients to help work on the project.  Jackson knew that interfacing with ongoing work would help but it

was ad hoc and disturbing existing work.  Jackson could see that he would have to rethink his position on structure and “free” work environment if the company was to

continue to grow.

It was time for an organizational structure and plan. A review of the budget revealed that the company could afford to allocate $1,500,000 to the operation of the two

divisions before they have a sellable product.  Existing salaries and expenses are at $750,000.  This means that they have one year to get viable projects on the



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