Organizational Structure
Tikkit has an exciting organizational culture. Being a 5-month-old startup, the organizational structure is hugely undefined. People’s roles within the company are always changing and evolving; however, there are a few consistent positions of power. Dom, the CEO, is the undebatable leader of the company. What he says goes, and although his power has never needed to be used in force, he can do so. Another leader of the Company is Josh, the head of business development. His role is crucial in managing all aspects of our sales campaign, and managing the employees who also make sales. Lastly, there is Atlas, who is the head of our computer development team. He runs everything that keeps the website and app going and manages all things related to technology on the site. Although these roles are defined officially, the structure of the company is very informal. People are all treated equally, and there is no bickering over someone’s power over another. The way we communicate is quite impressive as people are widely spread out around the country, and most employees rarely meet at the office. Therefore, most communication is done over digital work management platforms, various messaging apps, and phone calls. In addition to this, most employees live in the NY area, so there are meetings across the NYC with different people to achieve goals related to various tasks. For example, I meet with multiple people on my marketing team to discuss strategy and work on developing content.
This is freedom aspect of the team really defines the type of person that needs to be in the company. For every employee there is no one nagging them to do their work, it is all entirely reliant on what the employee does their self. All of the employees at this company are very self-driven people who are pushing themselves to achieve the company’s goals through their work. This type of structure can be strong, depending on the employees. For Tikkit, it works great because we have a smaller group of dedicated employees. However, as this company grows in size, a more formalized structure will need to be created to properly manage the company to reach the full work potential of the team.
First – it is evident that this is about organizational culture but please categorize your reflections (choose organizational culture, leader/follower relationships, or multiple categories if you choose); if you do not categorize them, they don’t readily show up in the blog – I have to go hunting for them. In reading this, seems it might also be categorized under ‘leader follower relationships’ – particularly in terms of your first paragraph. Good to recognize that as the company grows, more accountability (or structure) may have to be introduced – particularly given the more virtual environment in which the organization functions. So what is now a strength may become a weakness (or a challenge anyway) as the organization grows.