Corporate Governance Structure Of Sinopec Corporation

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 biggest problem of Alibaba Corporate Governance is management powers, because Alibaba Corporate Governance structure lack of stockholder rights and independent board representation to select board members and have a nominal in the management of the company. Although the board of directors in publicly traded companies always fail in their responsibility to protect the interests of shareholders. Alibaba has deprived even this minimal power ways from shareholders which isn’t sufficient respect of shareholder rights in the structures being proposed. In Alibaba has a permanent lock on control of the company but hold only a small minority of the equity capital known as the Alibaba Partnership. This

Each division is operating independently with its own division manager. Also, each division’s performance had been judged on its profit and return on investment (ROI). The company policy of decentralizing responsibility and authority for all

The Daniel Gill, the chairman and CEO faces the possibility of changing the organizational structure of Europe, Asia/Pacific, and the Western Hemisphere. The current organization includes an International Division which oversees production and marketing for countries outside the United States. The goal of changing the organizational structure of these three regions is to increase sales growth internationally and decentralize responsibility away from headquarters to field operations.

Managers who represent key operations of each business segments or specialized functional operations are assembled in the Group Operating Committee. The prime duty of the Committee is to oversee and coordinate domestic and international companies related to each of the segments. However, all of the companies are responsible for their own strategic plans and day-to-day operations. Because of the principles of decentralization, international companies are managed in most cases by local managers, who are citizens of the country in question. (J&J)

The above is attested by their unique org structure and their decision making is also centralized as compared to their competitors who had extra layers in their reporting line.

ECL is a multi-national corporation that continues to expand its core business as well as create opportunities for foreign divisions to influence the direction of the company in addition to bringing cohesion and unity throughout the workforce. ECL developed a division in China that allowed the company to integrate into the Chinese market but also presented it with issues it would need to manage successfully in order to progress in this venture.

When one of these divisions is planning to do something, an advertising campaign for example, the division has to communicate with their superiors to get approval. Since the company’s hierarchy is so tall, communication has to travel back to corporate headquarters in the U.S, where the Executive Committee has the final decision making power for activities the divisions have proposed. Below is an organizational chart of the company.

P&G set up the newly reorganized global operations. I’m going to explain how the company works with its new global operations strategy and how P&G could push SK-II to world brand by using P&G’s target market – China, Europe, and Japan. By using the implement of Organization 2005 (O2005), the company is expected to have more annual growth rate together with less expense. P&G gives more compensation along with more responsibility tasks. P&G allows every employee in company to hold firm’s stock. P&G transferred primary profit responsibility from P&G four regional organizations to seven global business units.

Ma has created corporate advantage through championing internal competition between subsidiaries, which although report directly to himself, are run as separate business units under the Alibaba Group. Ma provides each subsidiary with its own board of directors, operating managers and executive team to encourage competition (case p.7). Executives are rewarded through business autonomy, in conjunction employees are incentivised through stock options linked to group performance (case p.9).

* There should be division of segments under each head like marketing, logistics and administration team for the entire company.

Businesses have numerous key departments which keep the structure running appropriately and supports the business to build and embellish in all worldwide markets. This report will consider what the key departments do for the business, in addition, this report will enlighten the research procedure used and significant complications which have been encountered throughout.

The most significant challenges China Resource Corporation faced prior to 6S were government intervention, over diversification, lack of strategy, lack of centralized reporting, and short-term focused managers. New policies in the economy during the late 70s under Deng ended CRC’s monopoly for China’s trade. The introduction of special economic zones (SEZs) and joint-venture partnerships reduced CRCs value position as the mediator, as it was no longer necessary for firms to work thru CRC to access the goods and benefits. CRCs broadening of interests and portfolio diversification grew rapidly due to the loss of its monopoly. The expansion of investments caused overinvestment and overcapacity which cut into returns and it became evident that the company’s assets and operations were poorly controlled and too diverse.

The improvement of its operational efficiency through the industrialisation of processes and the pooling of resources The development of internal synergies Attracting talents and developing best practices in terms of management A constant and reinforced vigilance on risk control

With direct-connect structure, the business leaders or functional managers of specific business divisions report to their headquarters in the U.S.. After the direct-connect structure is implemented, it has changed the operation in GE Canada. In the past, the Canadian CEO was fully responsible for the profitability of the Canadian operating division, with the manufacturing plants made a full line of products primarily for the Canadian market with some exporting possibilities. After the new management system implemented, the U.S. divisional bosses is responsible for the profitability of each operational business division both in the U.S. and Canada. With the change in management system, the business development group has changed its position in GE Canada by switching the role of conducting feasibility studies and new market development for the business unit in Canada to the role of looking for opportunities to leverage the strengths of Canadian activities on a global basis. The business development group felt that the change in management system has made the U.S.-based business leaders to ignore the potential business opportunity in Canada and added more uncertainty to the business development group role. Most decisions need approval from the U.S. divisional bosses, whom do not have a complete picture of the business potential in Canada and want full control of the business operations