Suburban Homes, once a medium-sized company, is rapidly expanding its business to southern states
and is focused on maintaining its status as the fastest-growing construction company in the Midwest
region of the United States. Its significant growth and good reputation for building quality single-family
homes and townhomes present both challenges and opportunities.
Suburban Homes is considering various options to expand its operations while retaining its focus on
managing resources effectively and efficiently to increase profits:
Given the nature of its projects, Suburban Homes is considering either a projectized or matrix organization structure. However, a functional organization structure has not been ruled out.
With its focus on maintaining high quality in its construction tasks and end-product (home for the customer) as well as quality assurance in implementing project management processes, the company is actively considering a combination of the DMAIC model with a traditional project life-cycle approach.
Organization culture plays an important role in sustaining and promoting efficiency. The culture, in turn, is influenced by the organization structure. Suburban Homes is highly committed to employee development and functional expertise through training, mentoring, and collaborative learning.
Which type of organization structure is more suitable as Suburban Homes opens new offices in other
states? What is your advice to the company to address all these issues comprehensively and coherently?