Ronald Page's venture began in New York as a small business. Under his leadership, there were 8 people who assemble and supply kitchen equipment for housewives (dishwashers, mixers, coffee makers, toasters, etc.) to the sales company. After 2 years of work, during which the firm'ssales grew steadily, Page opened his own kitchen equipment store 'and was forced to hire a store director, an accountant, a production manager (college mates), as well as 5 people. sellers.After that, sales began to grow even faster, and at a family council, Page decided to open another store in New Jersey, where his eldest daughter and son-in-law live, and to hire a son-in-law to be the store director. This store began to sell not only kitchen equipment, but also refrigerators, vacuum cleaners, irons and other household goods.The next stage in the development of the company was the conclusion of a contract for the amount of 40 million. dollars with Sears (restaurants) for the supply of kitchen equipment for Sears restaurants in New York, Los Angeles, Detroit and Chicago. This required the opening of service departments of the firm in these cities and the organization of the production of kitchen equipment for restaurants in New York. At the same time, the former production manager headed the department for the production and sale of restaurant equipment for the Sears firm, and Page's son-in-law became the manager of the department for the production and sale of kitchen equipment for housewives.Questions and tasks1/ Show how the organizational structure of Page's management has changed throughout the entire period of its development.2/ Suggest the most effective management structure for now/3/ Is there any correspondence between the control rate and the number of management levels?4/ What structural changes will eliminate the problems associated with the introduction of innovations?