Brief to Stakeholders

The industry is currently highly competitive, and the survival of Winnipeg Chocolate is
pegged on the creation of a sustainable competitive advantage. To this end, a number of changes
have to be made in order to ensure that the firm keeps up with its rivals in the market. One of the
main changes is the implementation of a functional organizational structure. A functional
organization structure will seek to organize workers based on the skills and knowledge they
possess (Joseph & Gaba, 2020). Under a functional structure, the firm will be organized into
various departments such as sales, finance, marketing, and customer service. Each employee will
be assigned to a specific role in the organization. Specialized units in the firm will report to a
single authority. Specialized units will foster innovation, and this will help ensure that the
company competes favorably in the market (Dedahanov, Rhee & Yoon, 2017). Different
departments will focus on a particular area in the production process, and this will bring much-
needed clarity as well as specialization.
The motivation of employees is key if the firm is to achieve its goals and objectives
(Robescu & Iancu, 2016). Maslows theory of motivation can be used in designing practical
strategies that can be implemented in the motivation of employees (Suyono & Mudjanarko,
2017). Employees will be compensated adequately for their services. We will aim to ensure that
we create a friendly work environment that will foster optimal productivity. In addition, the firm
will also seek to reward employees who perform exemplarily well (Aamir et al., 2016). The aim
is to encourage friendly competition within the workforce. One of the key points to consider is
involving employees in the decision-making process. Employees naturally resist change, and
they thus must be involved in the decision-making process to eliminate the resistance. It is also

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important to implement the changes in phases and ensure that employees are adequately
informed about the proposed changes.
The 125 employees in the organization are unionized. As a result, it is important to
actively involve union leaders in the process of implementing the changes. Implementing
changes in a unionized workforce can be challenging. Labour unions have a significant amount
of power in workplace settings (Cooke, 1992). While the relationship between unions and
management has always been characterized by contentious issues, it is important for the
management to ensure that a cordial working relationship is maintained. Unions seek to ensure
that employees have fair working conditions. As a result, changes in the workplace require
unions to be informed and engaged to guarantee success. A forum where union leaders can
participate needs to be organized (Cooke, 1992). Monthly meetings with union leaders need to be
organized to inform them of the status of the changes being implemented. Any issues that could
arise need to be addressed early enough to facilitate an ideal working environment.

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References

Aamir, A., Jehanzeb, K., Rasheed, A., & Malik, O. M. (2012). Compensation methods and
employees‟ motivation (With reference to employees of National Commercial Bank
Riyadh). International Journal of Human Resource Studies, 2(3), 221-230.
Cooke, W. N. (1992). Product quality improvement through employee participation: The effects
of unionization and joint union-management administration. ILR Review, 46(1), 119-134.
Dedahanov, A. T., Rhee, C., & Yoon, J. (2017). Organizational structure and innovation
performance. Career Development International..
Joseph, J., & Gaba, V. (2020). Organizational structure, information processing, and decision-
making: a retrospective and road map for research. Academy of Management
Annals, 14(1), 267-302.
Robescu, O., & Iancu, A. G. (2016). The effects of motivation on employees performance in
organizations. Valahian Journal of Economic Studies, 7(2), 49-56.
Suyono, J., & Mudjanarko, S. (2017). Motivation engineering to employee by employees
Abraham Maslow theory. Journal of Education, Teaching and Learning, 2(1), 27-33.