Caterpillar: Organizational Structure and Corporate Management Controls

Ford Motor Company manufactures and distributes automobiles across 6 continents. With around 224,000 employees and about 90 plants worldwide, the company’s famous brands include Ford, Lincoln and Ford Motor Credit Company.

Company I chose was a multinational company which manufacturers and marketer which designs, manufactures, fabricates, showcases and conveys vehicles and vehicle parts and offers financial administrations, General Motors Company commonly known as GM (GM.com, 2016). GM does have an official mission and vision; There mission is “to provide products and services of such quality that our customers will receive superior value while our employees and business partners will share in our success and our stock-holders will receive a sustained superior return on their investment." As their vision statement, they wants “to become the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous

The Wal-Mart was founded by Sam Walton in 1962 in 719 Walnut Avenue in Rogers, Arkansas. Today there are 706 stores that are running in the USA offering competitive prices and good shopping experience to millions of Americans across the USA. The size of and average store, according to Wal-Mart Corporate (2011a) is 108,000 square feet and has an employee base of about 225 people.

Over the past few years many changes have been made by organizations, in the way that they do business. One of these changes has been going from rigid and centralized organizations, to now taking advantage of flexible and decentralized structures. An organizational structure outlines the way the job tasks are formally divided, grouped, and coordinated. The effect a decentralized structure has on managers and employees is that, the gap between who can make the decision has been spread. With a decentralized structure the process of decision-making comes down to the manager that is closest to the action. The impact on organizational strategies has been that organizations have to adapt to the new structures to fit in to be able to compete more efficiently and effectively.

The company I am reviewing for this research paper is Walmart. Walmart is a global company that originated in the 1960’s by its founder Sam Walton. Mr. Walton opened his “first retail store in Rogers, Arkansas in 1962” (Walmart Corporate). The current “home office is located in Bentonville, Arkansas” (Walmart Corporate). In 1991 Walmart became a “global company when it opened a Sam’s Club in Mexico City, Mexico” (Walmart Corporate). As of this year “Walmart employs 2.2 million associates worldwide and serves more than 200 million customers each week at more than 11,000 stores in 27 countries” (Walmart Corporate).

This report clarifies the distinctive sorts of management structures that are being used, their advantages and disadvantages, and gives illustrations of where to utilise each one. Furthermore, it examines different variables that ought to be considered when surveying management structures in quickly changing economic situations.

The undersigned reader acknowledges that the information provided in this business plan is confidential; therefore, the reader agrees not

Company offers innovative makers a dependable, astounding different option for in-house assets for business improvement, market advancement, and channel advancement on a worldwide scale. A genuine different option for in-house assets offers an abnormal state of functional experience, know-how, contacts, and privacy.

Some organizational theories could explain the Enron’s failure. Looking at the organizational structure and management of Enron, The structures were flat before the bureaucratic structure developed, then the bureaucratic structures developed in order to increase control. There were vertical structures where there was high level of control and according to theories the organizational circle is moving back to flat structure. In Enron Corporation, internally it had such a highly decentralized financial control and decision making structure that made it impossible to get a clear view on the corporations ' operations and activities. Along with a

With its multiple product, service offering along with development and training facility, it definitely showcases proven track record that the company’s performance is on track, which enables them to introduce new age solutions and explore untouched horizons.

An organizational structure of the company defines allocation of the tasks and activities. The co-ordination and supervision of the company is defined under the organization structure. And the working of the organization depends on the. The efficiency and effectiveness of the company also depends on the organizational structure. . Since Osmani & Co. is not a big organizational so structure of the company is not so big the staff of Osmani & Co. generally consist of youth members( CA Trainee) and they are doing lots of handwork to make Osmani & Co. more efficient and reliable. The organization have one co funder Mr. Shifa Ul Islam manage all the activities of the organization and they are also the main part of the organization structure.

V. Johnson et al., 2002), which increases the risk of audit failures (Myers et al., 2003). According to the American Institute of Certified Public Accountants (as cited in Myers et al., 2003), audit failures occurred three times as often in the first or second year of the audit engagement. This is confirmed by Jackson et al. (2008), who state that during the first years of the audit, the audit failures are higher. Therefore, long audit tenure seems positively related to audit quality.

In a capitalist society where the growth and power of corporations are ever evolving it is critical to determine the effects and consequences this evolution brings upon the business world. The Stockholder Theory maintains that managers should act merely as agents to the stockholder and only serve their interests-the maximization of profits (45). Milton Friedman's argument being, they are the owners of the business, and hence they should be entitled to all profits (45). Although this simple profit-motive concept may achieve the desired result, and address all of the interests of the stakeholders it lacks compassion that is so prevalent, and in my opinion superior,

Hammer and Champy discuss the evolution of corporate operations. The begin when early on when companies had more control over markets and customers, to Adam Smith’s corporate reengineering, to today’s needs for continuous organizational change.

The mandatory audit firm rotation is a system in which Public Interest Entities (PIEs) have to appoint a new audit firm every 10 years (ICAEW, 2014). Entities have the option of shortening the maximum period, similarly they may be allowed an extension for up to another 10 years, or by 14 years if there is a joint audit appointment (PWC, 2014). Member states of the EU may adopt slightly different regimes, however it is expected that the UK will allow up to a 10 year extension (PWC, 2014). The mandatory rotation is due to come in to effect from mid-2016 onwards.