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PRO SEMINAR I
Electronic Portfolio

Abstract
Intending to develop an Electronic Portfolio outlining the organization in which I am currently
employed, a situational analysis of the training protocol that I have been undergoing, and the
creation of a subsequent training manual that I have been tasked with to streamline this process for
future hires. The entire process will be reviewed through the multiple lenses of the four-frame
model.

Stacey Hopkins
Shopki16@asu.edu
Contents
Structural Frame.........................................................................................................................................2
Situational Analysis..................................................................................................................................2
Structural Influence.................................................................................................................................2
Recommendations for Alternative Course of Action...............................................................................2
Reflection on Current Structural Frame...................................................................................................3
References..................................................................................................................................................4
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Personal Case Analysis

Structural Frame
Situational Analysis
As a recent hire within my current organization, I have been undergoing an exorbitantly long training
period to help me perform my tasks. The foremost drawback is that there is not a formal training
regimen for me to learn the proprietary systems and the methodologies in which they are accustomed
to having work performed and reports remitted.

My colleague has been responsible for teaching me; however, he is perpetually backpedaling his lessons,
as he forgets a great many steps. When I question where he obtained certain information, then he gets,
seemingly, frustrated and then shows me where he obtained the information only to realize that he had
not yet requested user access for me through the appropriate personnel.

In the attempt to streamline the training process for future staff, I am documenting every aspect of the
instruction that I am receiving and editing to include neglected information. My ultimate goal is to be
able to hand off a Standard Operating Procedure manual to new hires and employ teaching systems that
will ensure a more rapid and thorough learning period.

Structural Influence
Regardless that Elior, N.A. is a conglomerate of 13 different organizations, each with a unique client
base, the hierarchy is a functional one. A functional structure is defined as “a type of business structure
that organizes a company into different departments based on areas of expertise. These departments
serve as functional units and are overseen by functional managers or department heads” (Masterclass,
2022). The upward hierarchy of my role is Director of Procurement, the Vice President of Procurement,
and then the CEO. My direct superior, the Director of Procurement has granted each person authority
to make decisions as long as it relates to their specific role, yet we are also held accountable for the
outcomes.

Considering the size of the organization, it has baffled me that a formal training regimen has never been
established for my role. Yet, as each functional department; i.e. Marketing, Procurement, Sales, etc., is
a self-sustaining unit, cross-functional projects are very common, but the practices and procedures may
be very different and unique to each unit.

Recommendations for Alternative Course of Action

My recommendations are that there should be a functional team that is responsible for training. There
should be individual members of this training team that are well-versed in all programs and procedures
for each of the various functional departments. Having this formalized team would not only aid in the
efficiency of departments, as members are not being taken away from their current roles to train new
personnel, but would also ensure that necessary avenues are not overlooked during the training.
Additionally, it would ensure that all personnel that exit the program would have the necessary access
to the proprietary systems required to perform their job.

This would require a small expansion and allocation of new resources; however, I feel that it could be
accomplished within a relatively short time period and minimal outlay of finances. It would necessitate
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formal procedures be documented for every task that individuals are expected to perform on a typical
basis, and then would entail additional personnel to take over for the individuals that would be
transitioning to this new department. With a senior member of each department being transitioned to
this training role, it would expediate the training times and efficacy of the programs.

Reflection on Current Structural Frame

My role as a Procurement Manager, along with the majority of other corporate roles, is clearly defined.
Each has a specified job description and is expected to work within cross-functional teams to accomplish
the goals and tasks at hand. This being stated, I would not change the organizational structure of the
company. It has proven to be highly effective and allowed for continued expansion and growth,
notwithstanding the pandemic that has adversely affected the globe.

Regardless of each department having its own policies and procedures, Elior, N.A. ensures that cross-
functional teams are frequently employed, thus allowing for informational flows leading to better
efficiencies and the cultivation of new ideas and technologies. This practice ensures continuous
improvement of practices and streamlined techniques enabling the minimization of erroneous
submissions and misinformation. Regardless of multi- and cross-functional teams, the ultimate
stakeholder contact resides with the originating department, thereby preventing informational
overload.
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References
Master Class Staff. (2022, February 25). Functional structure: 3 characteristics of functional structure -
2022. MasterClass. Retrieved July 12, 2022, from
https://www.masterclass.com/articles/functional-structure#:~:text=What%20Is%20Functional
%20Structure%3F,functional%20managers%20or%20department%20heads.