A Brief Analysis of the Structure and Design of Typerite Ltd.

The hierarchical organization structure is pyramid-shaped. At the top of the structure is a single person, who has a small number of people reporting directly to them. Each of these people has several people reporting into them and the number of people at each level increases as you move down the structure.

There are two approaches to organisational culture mainstream and critical, both will be evaluated and explored throughout. Starting with mainstream, Smircich defines mainstream organisational culture as ‘something that an organisation has’ (1983). When looking at culture through this perspective it is understood to be

The organizational structures within a company can be the determining factor if a business can run efficiently or run chaotically into ruin. The organizational structure is the different hierarchy’s and arrangement of authority, roles and duties in an organization. The Cheesecake factory has a very effective organizational structure which allows for its operations to run smoothly and enables the Cheesecake factory to be one of the highest earning restaurant chains. The structure contains three main levels. The first and highest level is the board of directors which contains 7 members, including the CEO David Overton and 6 directors. The next level of hierarchy called N-1 contains 7 levels including the CFO, President, Area Operations,

Another type of structure is the matrix organizational structure. It is considered a finer version of the functional structure because it also concentrates on functions of an organization. However, unlike the functional one, the matrix structure involves different departments to ensure that all necessary functions work together. The most common type of organizational structure is considered to be the tall hierarchical structure. One of its characteristics is having a long chain of command (Morgan, 2015). The hierarchical organizational structure is common in big companies. It is because of the fact that as an organization develops, the number of management levels increase forcing the structure to grow taller. The advantage of this arrangement lies in the fact that it allows for the close supervision of employees. The demerit, however, is that the tall structure creates communication problems consequently hindering the progress of the organization (Morgan, 2015).

At each stage in the chain, the upper level had a number of subordinate, within their span of control. A tall hierarchical organization has many levels and a flat hierarchical organization will only have a few. The chain of command is a typical pyramid shape.

Every organization has values and beliefs that define what they do and how they do things in the organization. These values have significant influence on how the employees behaves and the general performance of the organization – it is these set of values and beliefs, rooted deep in the company’s organizational structure that depict the “dos”, “don’t” and the “hows”, of the organization and these unequivocally represents the culture of the organization. This concept became popular in the 1980s when Peters and Waterman in their book: “In search of Excellence” presented the profound argument that, the success of any organization is inextricable linked to the quality of its culture. (Carpenter, M., Taylor, B., Erdogan, B. 2009 p183). The purpose of this paper is an attempt to analyse the impact diverse cultures played in the success of the Lincoln Electric Company.

The company’s internal culture is predominantly laid back. There is no dress code, and language is informal. After the President, there is no defined hierarchy. These factors encourage a familial atmosphere and team concept.

Koala Tech, Ltd., produces office equipment for small businesses and home offices. Some months ago they started selling PFS 1000’s, which are a multi-function color printer, color scanner, color copier, and fax machine all in one. The PFS 1000’s originally received praise on its functionality, price, and innovative design. These accolades combined with Koala Tech’s reputation quickly led to a high demand for PFS 1000’s, which also created a backlog (Meredith & Shafer, 2013). Nevertheless, Koala Tech’s plant has been unable to meet this demand. So, Koala Tech’s president, Nancy Samuelson, is concerned about the backlog and has applied pressure on the plant manager to increase production. Conversely, the president has suddenly shifted gears since

There are many definitions of organisational culture available in the literature, many of which are based on the fact that culture consists of values, beliefs, and assumptions shared by the majority of members of an organisation. These characteristics and shared views are then translated into common and repeated patterns of behaviour. Although it is difficult to come up with a single definition that would cover

Within the field of management, the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture, a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an organisation conducts and manages its business (Barney 1986). Management is not just an act of change, but the responsibility for and control of a company or similar organisation (Willmott 1983). It is the management of organisational culture that merely drives the

The explanation of organizational structure is of the business, in such a way to execute and meet business goals. There are two structural design types; vertical and horizontal. Vertical organizational structure graded with progressing ranks of accountability and activity as its name implies. A strong organizational structure is an equal allocation of the control, as its name implies. A strong organizational structure is an culture in which all members possess the same beliefs, value, and goals. Four companies with strong organizational structure in the industry of paid television providers are Time Warner Cable Directv, Cox communication, and Dish Network. All four of these companies have an detailed organizational structure with various levels of power structure.

While completing the readings for the week titled “Experiments in Organizational Structure” I noticed two themes, self-managed teams and organizational culture. There was a clear divide of organizational culture between the companies such as Moosewood Collective and Zappos versus Amazon and Enron. The readings for the week were well-rounded and demonstrated that each culture had positive and negatives. However, research can enhance what organizational culture has been found to be the best culture in creating successful companies, which is not expanded on in the readings. Additionally, some of the readings focused on companies that had no hierarchy and how the lack of hierarchy allows for leaders to emerge. This idea relates to the literature on leadership in self-managed teams and how that may or may not be beneficial for a company. Therefore, this issue paper will critique the organizational structural practices that the companies in the assigned readings have been using. Additionally, this issue paper will add more insight into what has been found in research that can support or add improvements to the organizational decisions the companies in the assigned readings have made.

Dr. Riordan, a Chemist, founded Riordan Manufacturing (RM) in 1991, in Albany, Georgia. It is a Fortune 1000 enterprise with revenues reaching one billion. Since the opening of the operation, the Riordan has expanded to Pontiac Michigan producing plastic parts, Hangzhou China manufacturing plastic fan parts and Riordan has a Research and Development Corporation headquarter in San Jose, with 550 total employees. Riordan states that the company will maintain an innovative working environment with well-informed teams. Riordan will make sure that the company’s employees are adequately supported and well-informed (University of Phoenix, 2013). This paper will provide valuable information on needs

The Company has had an increase of re-work and wasted time and money in the last few years due poorly trained employees, aging work force and culture renovation. The company has not prepared for skilled employee selection to replace the retiring aging workforce, where stringent job screening for qualified and experienced personnel selection has not been implemented. The company does not require higher education for production management, which leads to poor decision-making during the hiring process of production personnel.

The purpose of this paper is to analyze the culture, the internal, and the external factors in an organization. Our job is to examine the entirety of the organization. That would include the structural and environmental elements that effect the operation of the business. We will also take an in depth look at the perspectives of employees, managers, owners, and clientele.