FBI Case study

1115 Words5 Pages
An organization’s design is made keeping in mind the decision making principle of the company and the flow of information (both formal and informal) within the company. Four organizational structures are the most common to all organizations, namely: hierarchical, flat, matrix and networked.
The hierarchical structure comprises of a top level management and keeps getting segmented to different levels depending on the work that has to be done. The decision making is done by the topmost level management in the structure while the lower level work force follows the rules made by their seniors. The lower levels are grouped basing on their department of function such as marketing, sales, production etc., or they are divided as divisional teams
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In the FBI case, it was their lack of information among departments that caused the ineffectiveness of its performance. In the article “Who killed the Virtual Case File?” it is clearly identified that the gaps in information made it difficult to solve issues in crime and terrorism.
Though the senior management in both the company cultures showed failure in embracing technology for example in the case of FBI paper work was followed instead of using electronic documentation, FBI also failed to identify the use of database in a smart and effective manner to store and share information securely among departments. This was however not the case with Kodak. It was the reluctance of senior management to accept the new technology though they identified the new horizon of business identified by them.

Though Kodak had flaws with decision making by its senior management, they have acted upon not making hierarchical structure as their organization’s framework. Another article called “Lessons from the past by Jessica Lipnack and Jeffrey Stamps on “Turning Hierarchy on its Side” explains the famous “Pizza” organization of Eastman Kodak. This structure encourages that company to communicate horizontally and not vertically. There is no up or down chain of command, instead it is a cross-sectional approach. Though it maintains hierarchy, the CEO’s role is more central in the structure rather than
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