After the hiring of two additional people (Starke and Gilbert) the company’s department structure became quite different from the overall organization. There seems to be more of a superior subordinate relation, as final decision were now being made by the department’s head manager. The approach seems to be somewhat of a mixture of organic and mechanistic structures. It is more of a tall structure with certain employees reporting to different manager and the manager reporting to the director of the department. The span of control became narrow though decision making was still decentralized and the degree of formalization was kept to a minimum. This is party due to the fact that decisions were always needed to be made by the department that deals with creativity and design. Also, the complexity of the department was still simple since they were only focusing on jobs that pertain to their department.

It is also obvious that the company’s forms of communication were different. Ridgeway Furniture Limited used more of an open door policy which allowed employees to express their ideas freely and feel comfortable approaching their superior. While Conavia, who used more of a downward communication system told his employees what to do and how to do it. Employees had no say in decision making and that made them feel more like a number rather than a human being. When comparing both approaches it is evident that Ridgeway Furniture Limited’s open door approach seems to be more effective in meeting their employee’s needs. They provided an environment that made employees feel more comfortable and were able to express themselves in regards to problems that they were having as a result of the changes in the structure in the creative department. They did not have to sit and watch and do whatever they were told to do as in Conavia.

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