Lafluer Trading Company

Lafleur Trading confederation Lafleur Trading telephoner was founded in 1975 and has been supplying elegant foods and wines to countries all over the world (Apollo Group, 2009). The founders of Lafleur Trading Company believe their products meet the needs of consumers for their lifestyle, health, and ethics. Company leadership offer single products that have passed Canadas strictest guidelines for organic products (Apollo Group, 2009).The Lafleur Trading Company teams members stand by their company ethics, believe in the company commission, and stand by the value on which the company was founded. Organizational Analysis Whether a firm is developing a new business sector or reformulating direction for an ongoing business, it must(prenominal) determine the basic goals and philosophies that will shape its strategic posture (Pearce & Robinson, 2009, p. 25). To get through this effectively, the leaders of Lafleur must have clarity on the organizations mission, vision, values, an d goals.These fundamental concepts serve as the foundation for why and how the organization will do business. Lafleur Trading Company has clearly identified the mission of the organization, which is providing full(prenominal) role, organic products at competitive prices (Apollo Group, 2011). A companys mission embodies the unique purpose it serves to meet and is developed with the values the leadership intends to knock up in the execution of its business.At Lafleur, they atomic number 18 committed to a superior quality product, which meets the needs of their customers in an ethical manner. The importance for any business to identify its mission is to describe the expectations it plans to meet on a unremarkable basis, expressing the organizational attitude to all its stakeholders. The values the leadership holds dear, like seeking out the most reputable producers of products and certifying those products meet the highest standards, provides insight into the commitment of Lafleu rs leadership to their values and mission.A vision, unlike the mission, is forward-thinking and identifies what the companys leaders aspire for it to become. Lafleur Trading Company seeks to become the premier supplier of fine foods and wines in the world. This vision can non be accomplished without clearly expressed goals. Its already impressive list of trading partners indicates the vision and goals for Lafleur was determined early in the organizations conception. By continuing to make strategic findings with the mission, vision, values, nd goals in mind, Lafleur is sure to attain a desirable future. Organizational social system Lafleur Trading Company implemented a divisional organizational complex body part that allows the head guidance Executive Officer to delegate responsibilities to separate surgical incision leaders. The decision to use a divisional organizational structure provides Lafleur Trading Company the ability to create departments that consists of experienced s ouls in specific duties related to the department.This method acting creates additional accountability for employees because the department manager delegates a task to an individual or team who is responsible for the competition of that task (Apollo Group, Inc, 2011). Creating individual departments to a fault creates an environment where Lafleur Trading Company can focus on providing customers with quality products at the lowest price because employees in his or her departments focus on his or her assigned task without interruption form other unrelated tasks.This structure allows Lafleur Trading Company to make decisions with better cultivation and in less time because of the concentrated focus in for each one department. The divisional organizational structure at Lafleur Trading Company consists of four main(prenominal) positions the Chief Executive Officer (CEO), the Chief Information Officer (CIO), the Chief Financial Officer (CFO), and the Chief Operations Officer COO) (Apol lo Group, Inc, 2011). The CEO oversees the tot up operation of the company using information from the CIO, CFO, and COO to determine what actions are appropriate.The CIO is responsible for the information technology aspect of the company, and the CFO oversees the accounting and intelligent aspect of the company. The COO maintains the general operations of the business that consists of sales, purchasing, warehouse operations, and pitying resources. each(prenominal) department manages the responsibilities assigned to them and reports to the CEO who can use the information to make decision with more information about each department involved (John A. Pearce, 2009). Collaboration ProcessThe collaboration dish is a transition in itself. It involves the process of parties coming unitedly to work through the see. Each party should bring the run into together provide the scope of the project and the expectations. The parties need to understand and be clear on the success and the r esults of the project and then discuss the specifics. The framework offers the general components of collaboration. The elements include grounding, core foundation, outcomes, process and contextual factors.Grounding is the foundation of collaboration in which the parties get together and share the idea. Core foundation is the mutual idea of the collaborative efforts. Outcomes are the efforts achieved by collaboration and process and contextual factors are what effect the each day actions of the collaboration. Once the process is complete and it has been implemented, the parties are on their way to getting results that they would have not got otherwise.It is important to understand that the process is not for all situations and teamwork is the only way to achieve it. It is important to select the beneficial people, for the right reason, and with the support of management. References Apollo Group, Inc. (2011). Lafleur Trading Company. Retrieved 12 8, 2011, from https//ecampus. phoeni x. edu/secure/aapd/cist/vop/Business/Lafleur/intranet. htm Pearce, J. A. II, & Robinson, R. B. (2009). strategical management Formulation, implementation, and control (11th ed. ). New York McGraw-Hill.