Coloplast Organizational Structure

Having the decision-making authority resting with the managers was feasible while the number of subordinates was small. As the company started to expand though the higher placed personnel did not have the time to devote to deck plate level decisions. By examining the technology that was employed by Idlenot, the Functional Structure is again a logical choice. With a low variety of tasks and the procedures to handle any exceptions in place the employees were armed with the requisite tools to accomplish the jobs at hand. The environment of the organization will also lead the organization toward a specific structure. In this case the company 's environment would be describes as stable, simple and integrated. The stability came from the company 's suppliers. The same farmers had been delivering milk to the dairy since its opening. There was no likelihood of change in the immediate future. The number of inputs to the diary was small and far from complex. As far as being integrated with the environment, the dairy had a limited number of customers in the local area and a short list of products.

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

Alternative structures such as grouping by output/product or grouping by market are not options as they would result in “duplication of activities and resources, the erosion of deep technical expertise, missed opportunities for synergies and learning” (Ancona, Kochan, Scully, Van Maanen, & Westney, 2009, p. M2-19). The matrix structure provided a potential positive aspect in that it would provide a needed cross-functional linking mechanism by mixing the functional structure with grouping by output/product, but the complexity, cost, dual systems, and dual roles resulting from the matrix structure historically resulted in either the functional or the output/product system becoming more powerful than the other.

Organizational structure is a system used to define a hierarchy within an organization which improves operational efficiency by providing clarity to employees at all levels of a company. A systematically outlined structure can also provide direction for internal promotions, allowing companies to create employee advancement routes for entry-level workers. In other words, it identifies each job, its function and where it reports to within the organization. Harley-Davidson’s organizational structure, for example, assists centralized control of the business through the company’s arrangement of its components in terms of their interactions and functions. As one of the world’s oldest motorcycle manufacturers in the world, Harley-Davidson Inc. maintains this organizational structure and centers its current focus on a limited number of markets. While the business continues to grow by international expansion, Harley-Davidson’s corporate structure focuses mainly on the fact that most of the company’s revenues are generated in the United States. Thus, Harley-Davidson has a functional organizational structure that is based on the company’s current focus on the motorcycle markets in developed countries, especially the United States, in addition to ensuring centralized control of business activities. The basic characteristics of Harley-Davidson’s organizational structure include Function based groups, Centralization, and Global hierarchy.

The relationship between an organization’s strategy and structure are extremely important because it “directly impacts a firm’s performance” (Rothaermel, 2013, p. 309). Also, as an organization grows, it should reevaluate the current strategy and structure to ensure that it remains the optimal choice for the organization (Rothaermel, 2013). The four types of organizational structures, listed in order of least to most complex according to Rothaermel (2013), are: (1) simple, (2)

One the impact of such functional structure is that the effective communication and synchronization among division might be limited due to organizational restriction for having several divisions that will work individually (www.business2000, 2016).

Analyze the anatomical structure of ten different organelles in the cell and their respective functions.

All Organisations posses a distinct form of culture with some having more than a single culture. This culture is usually very difficult to measure, change and most especially change.

In Phase II we ensured external competitiveness by analyzing the external market survey data on total

1. Propose an organizational structure for the IT department that you feel would support the transformation of AgCredit into a process-centric organization.

All businesses have organisational structures, even if they are small or big, they have some type of structure so they can operate productively.

P1 – Describe the microstructure of a typical animal cell and the functions of the main cell components. A typical animal cell is seen as a tiny, three dimensional sac which is in fact made up of many components, each as important as the other. The microstructure of an animal cell was in fact uncovered mainly through the use of both cell fractionation and electron microscopy. Each main component has its own, individual function which helps a cell to function and maintains the cell membrane. The components that I will be describing include the cell membrane, nucleus, cytoplasm, mitochondria, lysosomes, Golgi bodies, centrioles, endoplasmic reticulum (both smooth and rough) and ribosomes.

Difficulties in communication slowed R&D, decision making, and required a major change in the organizational structure. Gill decided to increase the capabilities of the ID and give specific regions more power in the decision making process.

According to Miles et al. (1978, p. 547), an organization is both its purpose and the mechanism constructed to achieve the purpose. It means that the concept of organization is embracing both goals and all the elements that represent unique combination. Miles et al. (1978, p. 553) draws the conclusion that structure and the processes taking place inside the organization are closely aligned; it is hard to speak about one without mentioning the other. It is important to understand the conclusion drawn by Miles et al. (1978). It illustrates how the

M2: Analyse the advantages and disadvantages of the interrelationships between organizational functions and its impact that can have upon organizational structure.