OGL 481 Pro-Seminar I:

PCA-Choosing an Organization Worksheet

Worksheet Objectives:
1. Identify an organization and situation you want to study over the remainder of the course.
2. Describe the organization and the situation

1) Name and describe your organization.

Malouf Companies is an organization with a focus on lifestyle and wellness. The core
competencies are rooted in home furnishings and sleep products, but have six key
categories: Consumer products, services, technology, retail, logistics and venture. What
started out as bedding and sleep accessories (Sheets, Pillows, Protectors) has grown into
offer furnishings for the entire home, while also offering services such as logistics (3PL)
and technology services for our partners and others on the market.

2) Describe your role in the organization (it can be an internal or external role).

I have an internal role at Malouf companies. My job is Director of distribution and

operations. I specifically oversee the Distribution network for Malouf companies. 7
distribution centers across the US, Mexico, and 400+ employees that I directly oversee.
In this internal role, I am responsible for all safety, training, and continuous
improvement.

3) Describe the situation, including information you think will help the reader
understand the most important elements of the situation. (This will require
selectivity: part of the art of case writing is separating the essential facts from the
mass of information that might be included).

(Structural/HR/Political)
A senior manager at Malouf Companies has been frustrated with the lack of
growth and opportunities within the company. This manager has put a lot of work, effort
and sacrifice into building Malouf, and has played a significant role in who they are
today. Approximately two years ago this Manager was passed up for a promotion. There
was no posting or even awareness that the position was being filled, but suddenly one day
this Senior Manager had a new VP to report to.
Recognizing that he had some deficiencies he proactively reached out to his new
VP to try and get some guidance and career/growth planning. He first sent an email to the
VP with specific details that he would like to learn and be involved with. They mostly
encompassed the business side of operations, finance, demand planning and purchasing

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 to name a few. He requested in that email that he would like to meet and discuss the
points in the email, and that the email was just to get the party started.
It took the VP four months to respond to the email, and another two months to set
up a meeting and talk. In the meeting a few things were discussed but the VP did not
come prepared. In the end the take aways for the Senior Manager was that he would need
to “figure it out” on his own to get involved with everything he wanted to grow and learn.

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