Two Organizing problems at De Luca Wines and how they have impacted the business The two organizing problems at De Luca Wines are management of the large workforce (leadership) and strategic planning. De Luca Wines was set up specifically to provide wine and beverages by a Welsh immigrant and since then still boasts of being among the largest department store that has been in continuous operation in the industry of wines (Barney 2002). With a large workforce, De Luca Wines at some point started experiencing difficulties in its operations that it became apparent that it was not operating under profit. This caused the management through well-outlined management concepts and strategies of planning and leadership to take measures to rescue the corporation. In 2003, there was such strategic planning that saw the closing of two stores that were considered unprofitable and these were the De Luca Wines online web-based business that was running at a loss and the Gourmet Food Retail stores called the Food chain (De Luca Fine Wines 2011). The management led a renovation campaign where many of its stores were revitalized including the Market Street stores and the Flagship Elizabeth Street store situated in Sydney. The management strategies greatly improved operations of the business and the entire company have enjoyed flamboyant economic profitability as well as improving its profile and this is owed to the increased consumer spending boom and the acquisition of business deals and mergers with other renowned companies (De Luca Fine Wines 2011). These two problems regarding planning and leadership have greatly affected business at De Luca Wines since they are the ones that are centrally involved in the management of human resources and realization of profitability. For instance, leadership was an element in the last Annual General Meeting in 2010 when it was apparent from the stakeholders that there was a need for improvement in the way the departmental leaderships had been conducted thus far (De Luca Fine Wines 2011). In addition, strategic planning was thought to be the reason why De Luca Wines struggled with realizing profitability at some point and this led to strategies being skewed towards restructuring the planning approaches that were being used at the time. The Reason why the Problems Developed at De Luca Wines and how they can be Resolved Reasons for the Problems Cropping The main reason why these problems developed at De Luca Wines can be narrowed down to its organizational culture. Organizational culture is a specificity of corporations that makes them distinct and in the same breath determines the decision-making process that is used for these corporations. This means that organizations will be skewed to make decisions that meet their corporate objectives and vision and therefore it means that a similar circumstance may receive different decisions from different corporations depending on their culture and company vision and objectives (Bass 2003). For De Luca Wines, this dependence on its culture that has been conservative and unresponsive to the modern changes in global management and planning has been the one that can be said to have caused retrogression and plunged the organization into leadership and planning challenges identifies herein. As regards leadership, De Luca Wines has been involved in a number of mergers with other companies as a way of expanding its operations and this has b