Blake Sports Apparel and Switch Activeweak: Bringing the Executive Team Together

  1. Did Barker have the right people in the right roles on the executive teams? If not, what should be changed?


As evidenced in the case study, the executive members had been identified as passionate, entrepreneurial, knowledgeable, competent, self-motivated and dedicated. This is while being super-talented in all their roles, passion-oriented and loyal to the organisation. This is affirmed by Arcot and Gröschl (2019) which note that the determinants of executive teams being appropriately selected is dependent on their character and ability. The ability had been provide where the executive teams had noted as effective in ensuring job is well done. This is with 5% bonus for the employees at the organisation being achieved. For the different departments where the organisations operate form, they are noted as working in active collaboration hence the organisation being appropriately positioned in their business environment. Albeit of the normal challenges encountered by the executive teams, they have already been selected appropriately and have good qualifications. This is even affirmed in the exhibit of the case where the bibliography information of the executive teams evidence possessing of immense experience and qualifications. For instance, Andrew Cook who is the Chief Financial Officer leverage on over 20 years in finance and accounting experience. This is with Chief operation office (Jeff Shargel) having an experience of over 20 years of experience. Nevertheless, as Lai and Palmer (2019) note, executives must be in a position of establishing their individual structures and systems of operations for their success in an organisation. For instance, for the executives working on the borrowed framework which is Howell’s acquisition created boundaries can be noted as ineffective.

2. How did Barker structure and manage the team? If not, what should be changed?

As evidenced in the case, for the different challenges encountered by the team and eventual failure of leverage on available opportunities, Barker had not been successful in structuring and managing the team. As noted in Schmalz et al. (2018) often, for the organisations having large organisations, they often face a challenge with disconnect, limited innovativeness and lack of productivity. Similarly, in the case, it is evident that the executives had been facing handled in areas of animosity of their work environment, reduced morale and miscommunication. This has been identified as a core endeavour with compromising of the entire operations. In context of the organisation behaviours, Pradhan et al. (2020) highlight that organisations structuring and team management must be oriented towards harmonious co-existence. This is with the holders of the executive positions being mandated to ensure a holistic flow of information and operations with limited hindrances.

As a best practice, for Barker, owing to the current situation of the organisation, altering of the structure to integrate a matrix structure would be more appropriate. This is as opposed to the hierarchical organisation structure which they are currently operating from. Adopting the definition of Morozenko and Krasovskiy (2019) a matrix organisational structure entail reporting relationships which are set up as a rigid or matrix or traditional hierarchical. This structure would be effective in developing the cross-functional linkages which are currently lacking in the organisation. In short-term basis, Barker would successfully lead an organisation with good communication system, reports appropriately undated and managed, frequent news and updates sharing. Also, the executives would be in a position of sharing their ideas, interacting holistically with any encountered issue being appropriately handled for optimum employees satisfaction. Currently, for the organisation, a major challenge has been identified as lack of cross functional internal leader. In an organisation behaviour context, Jugend et al. (2018) note that the cross functional internal leader is involved in overseeing the tactical and daily operations which is currently a…………….

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