Performance Analysis of Littleton ManufacturingLittleton Manufacturing facilitates poor communication up and down at all levels of the organization. As a result of the ineffective communication system, Littleton faces a number of problems that ultimately affected the company's bottom line. The main challenges to note are low employee morale, low level of unity within the organization, poorly designed organizational structure, and confusion in the interpretation of procedures and rules. Improving the accuracy and speed of the communication flow should be an important first step in resolving the problems presented, thus enabling the organization to function more effectively and efficiently. The importance of organizations and their reasons for existence are outlined in Exhibit 1. Littleton is currently performing poorly in all of these factors, diminishing their importance and contribution to society. Littleton is classified as a mass and large batch production system (Daft, 246). Based on this, Littleton should be, but is not adequately carrying out, a mechanistic organizational structure with standardized jobs and formalized procedures to ensure efficiency (Daft, 248). Top management seems to be aware of this point, but is not communicating the logic and need for a mechanistic structure to the rest of the organization. Littleton's two units (manufacturing and components) serve different domains and therefore have different performance and accountability demands¡±. While these two units obviously require different structures, they are seen and treated as one by management and employees, which causes communication barriers due to inconsistencies in management style and implementation of rules. All three symptoms of structural deficiency are present in Littleton. There is delay and lack of quality in decision making. Information links in both vertical and horizontal directions may be inadequate to ensure the quality of decisions (Daft, 120). The organization does not respond innovatively to a changing environment, this is caused by departments not being horizontally coordinated (Daft, 120). Furthermore, excessive conflict is evident. The organizational structure must specify a single set of objectives for the entire organization (Daft, 120). Littleton appears to have a lack of st...... half of the document ......a are further clarified in Appendix 2 .?6¦1 Improve communication both upwards and downwards to all levels of the organization?6¦1 Improve management effectiveness?6¦1 Help improve employee morale?6¦1 Cost-effective?6¦1 Be timely and enable Littleton to adapt quickly to changes. The following alternatives have been generated for Winslow to consider implementing:1. Sell ​​off the Component Manufacturing portion of Littleton.2. Redesign the organizational structure emphasizing an effective and efficient communication process.3. Initiate job rotation/cross-training between departments.4. It continues to work as it currently is. Figure 1 (Daft, 13) Organizations exist to do the following1. Bring together resources to achieve desired goals and outcomes2. Produce goods and services efficiently3. Facilitate innovation4. Use modern production and information technologies5. Adapt to and influence a changing environment6. Create value for owners, customers and employees7. Address ongoing challenges related to employee diversity, ethics, motivation and coordination