Required information Manager's Hot Seat: Organizational Structure-Merging Corporate Differences An organization needs a sound structure to coordinate its actions so that strategic goals can be achieved. Different companies and industries organize differently to meet the needs of their stakeholders. Though an organization's structure is meant to facilitate operations and communications, there are times that it can actually impede its success. National Bank and First American Bank merged to form First National Bank. The vice-president (VP) of retail banking comes from First American Bank; the chief operations officer (COO) comes from National Bank. The COO and VP are meeting with First National Bank's new president and chief executive officer (CEO), who comes from neither predecessor bank. The new bank is facing several challenges, including a decrease in the number of clients and deposits, and an increase in employee turnover. How is the leadership team handling this challenge? How would you? Click the button to watch the video. Then, answer the questions that follow. Dean brings up the ambiguity branch managers at First National Bank face. He believes senior leadership needs to make the managers' most Important priorities clear. This thinking most closely resembles which of the following principles? Top managers need to first create structure, then develop a culture around that structure. There needs to be a link among strategy. Culture, and structure. If coordinated effort is to be achieved, some people-namely, managers-need to have more authority, or the right to direct the work of others. O Spans of about 7 to 10 subordinates are considered to be ideal. In order for a company to be successful, there needs to be a coordinated effort