Tiffany & Co.
Busi 363
Joan Deeks
Samantha Twist
October 29, 2018
, Table of Contents
Executive Summary ………………………………………………………………………..4
Summary and Purpose ……………………………………………………………………..5
Mission Statement …………………………………………………………………………5
Uncertainty in the External Environment ………………………………………………….5
Corporate Strategy ……..…………………………………………………………………..9
Competences ……………….………………………………………………………………10
Effectiveness …………………………………………………………………………….....10
Inter-Organizational Relationships ……………………………………..……………….... 12
Organizational Structure ……………….…………………………………………….…….13
Vertical and Horizontal Linkages …………………………………………………….…....17
Alignment ………………………………………………………………………………….18
Manufacturing Technology…………………………..…………………………………… 18
Information Technology…………………………………………………………………....22
Organization Size, Growth, & Life Cycle………………………………………………….25
Culture……………………………………………………………………………………...29
Changes…………………………………………………………………………………….34
2
,Horizontal Coordination……………………………………………………………………38
Learning Organization……………………………………………………………………...39
Issues and Recommendations……………………………………………………………....41
References…………………………………………………………………………………..44
3
, Executive Summary
The purpose of this paper is to analyze the organizational make up of Tiffany and Co., while
considering its external environment, to see if the organization is designed to run to the best of its
ability. This is something that business people should care about because it determines whether a
business runs effectively and efficiently. It has been decided that Tiffany & Co’s external
environment is complex and unstable. This means that with Tiffany and Co’s current
mechanistic, functionally departmentalized structure that the company needs to intentionally
facilitate more organic aspects including integration roles. Tiffany’s corporate strategy is
differentiation. Tiffany and Co is open system focused, they should include a secondary human
resource focus. Tiffany & Co. has a resource dependent relationship. Its structural alignment to
the level of uncertainty is not everything that it should be. Manufacturing technology focus with
mass large-batch production and flexible manufacturing. Tiffany and Co has undergone
numerous changes recently to help drive up declining sales. They can improve their
implementation strategies by bettering communication, introducing liaison roles, and
constructing more organic areas.
My first recommendation for this company would be to communicate better throughout
the company and online. This includes posting their organizational chart online as well as items
such as stories that show artifacts of their values. Tiffany and Co should more effectively
manage it’s knowledge by using a balanced scorecard. This will also help them control
coordination. Tiffany and Co must work to fight off the issues of being in the elaboration stage
of the business life cycle. This means implementing organic elements, increasing innovation, and
becoming a learning organization.
4
Busi 363
Joan Deeks
Samantha Twist
October 29, 2018
, Table of Contents
Executive Summary ………………………………………………………………………..4
Summary and Purpose ……………………………………………………………………..5
Mission Statement …………………………………………………………………………5
Uncertainty in the External Environment ………………………………………………….5
Corporate Strategy ……..…………………………………………………………………..9
Competences ……………….………………………………………………………………10
Effectiveness …………………………………………………………………………….....10
Inter-Organizational Relationships ……………………………………..……………….... 12
Organizational Structure ……………….…………………………………………….…….13
Vertical and Horizontal Linkages …………………………………………………….…....17
Alignment ………………………………………………………………………………….18
Manufacturing Technology…………………………..…………………………………… 18
Information Technology…………………………………………………………………....22
Organization Size, Growth, & Life Cycle………………………………………………….25
Culture……………………………………………………………………………………...29
Changes…………………………………………………………………………………….34
2
,Horizontal Coordination……………………………………………………………………38
Learning Organization……………………………………………………………………...39
Issues and Recommendations……………………………………………………………....41
References…………………………………………………………………………………..44
3
, Executive Summary
The purpose of this paper is to analyze the organizational make up of Tiffany and Co., while
considering its external environment, to see if the organization is designed to run to the best of its
ability. This is something that business people should care about because it determines whether a
business runs effectively and efficiently. It has been decided that Tiffany & Co’s external
environment is complex and unstable. This means that with Tiffany and Co’s current
mechanistic, functionally departmentalized structure that the company needs to intentionally
facilitate more organic aspects including integration roles. Tiffany’s corporate strategy is
differentiation. Tiffany and Co is open system focused, they should include a secondary human
resource focus. Tiffany & Co. has a resource dependent relationship. Its structural alignment to
the level of uncertainty is not everything that it should be. Manufacturing technology focus with
mass large-batch production and flexible manufacturing. Tiffany and Co has undergone
numerous changes recently to help drive up declining sales. They can improve their
implementation strategies by bettering communication, introducing liaison roles, and
constructing more organic areas.
My first recommendation for this company would be to communicate better throughout
the company and online. This includes posting their organizational chart online as well as items
such as stories that show artifacts of their values. Tiffany and Co should more effectively
manage it’s knowledge by using a balanced scorecard. This will also help them control
coordination. Tiffany and Co must work to fight off the issues of being in the elaboration stage
of the business life cycle. This means implementing organic elements, increasing innovation, and
becoming a learning organization.
4
