To answer the question, refer to chapter $14-$ Organisational Architecture from Organisational Behaviour by Knud Sinding, Sixth Addition

Read the case study on CAU and use the information provided there to answer the

following question:

Taking the perspective that the environment is the primary determinant of organisational architecture, systematically analyse whether CAU$$s architecture is fit for purpose and make specific recommendations. Please use formal terminology so that your analyses and $/$ or recommendations can be linked to the theory and ensure that you back$-$up conclusions with evidence from the case study.

Please make sure that your answer includes comments on at least three of the following aspects of organisational architecture:

$$ decision rights;

$$ organisational form;

$$ information requirements; or

$$ division of labour.

Case Study:

Janine Brink, is a team manager at Consultants$-$are$-$us $($CAU$),$ an industrial engineering

consultancy organisation headquartered in South Africa. The team that Janine manages is frequently assigned to projects that require them to come up with tailored solutions and new ways of working to effectively deliver the needs of the client. All of the team members are professionally registered Industrial Engineers, thus they combine their BEng degree with significant work experience.

CAU$$s performance appraisal and promotion procedures rely heavily on $360-$reviews, thus each of the members of the team, including the team manager Janine, complete reviews of one another once per year. CAU performed very well in $2019$ and, as Janine$$s team were one of the top performers in terms of their revenue$-$to$-$cost ratio, the employees in this team received significant annual bonusses in December $2019.$ During $2020,$ Janine$$s team$$s performance was at a similar lever to what they had achieved in $2019,$ however the company as a whole did not perform as well as expected and no bonusses were paid in December $2020.$

The finance department were pleased with the decision not to pay bonuses in $2020,$ while the human resources department felt that it was a mistake. The decision was taken by the top management team, as they must sign off on all decisions that have a financial impact of more than R$50000.$

CAU spend significant resources on a business intelligence department that is responsible for monitoring factors that have an influence on CAU$$s business such as the global financial markets, the market share of their competitors $($e$.$g$.$ the market share of other consulting organisations that operate in the countries where CAU are active$)$ and changes to various regulatory requirements $($such as working permits for consultants that move to other countries$),$ amongst others. These always seem to be changing.