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Red Gate Organisational Structure

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According to Deal and Kennedy, Red Gate is identified for its work hard, play hard culture. In this type of organisation Red Gate display cultural attributes such as fun activities, togetherness, relaxed environment and employees take few risks but give clients quick feedback. Consequently, this type of organisation relate to Red Gate (Mullins, 2010). In addition, Red Gate being project based environment, teamwork is vitally important for a computer based industry (Red-gate, 2016).

Furthermore, one of the two prevalent issues Red Gate adversely faces are: the flat organisational structure and there is no room for growth and improvement. Therefore, the employees are unable to do career advancement and attain management positions at Red Gate. As age increases, Red Gate employee remains in a fixated position and are unable to better their livelihood due to no growth environment. The organisation structure at Red Gate is simple the CEO, followed by management team which includes: Gear-set, CTL, DLM, Customer Delight and DNA and as noted in the organisational structure they are all on the same level. As observed, the Gear-set is below CEO and the CFO is not included in this firm. Hence, this raises questions and …show more content…

This is a major problem since the individual is not fully knowledgeable about software and are opened to mistakes. At Red Gate the CEO says that mistakes are not an issue but this software firm is pressed with deadlines (Book of Red Gate, 2010). At times, this will lead to disharmony between co-workers at the establishment. Seemingly, time is of significant importance to CEO and Simon hiring unskilled persons that are unequipped for the job is unorthodox. Furthermore, this creates more problems when individuals are unable to commit to the job. When this occurs management usually reshuffle staff creating havoc in the work

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