Group Analysis Of Maybank

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).

Strategy is a set of complicated tactics formulated by the executives of a company directed towards the achievement of company’s goal (Salmela, 2002). It is about all the path ways that a company would follow to reach its ultimate goal. It is a company’s strategy which helps to identify what it does better than the other companies in the industries, which may be different from what it does best. For successful strategy formulation and implementation, a company should know the needs of customers and should have knowledge of its competitors. Through a good strategy a company would identify that opportunity which makes it different from the others (Thompson, 2005).

Structure is the basis through which an organization seeks to create control the direction of an organization. This is completed through clear definitions of the allocation of work, differentiation, and the coordination of having those responsibilities working together towards the efforts of the organization, integration (Bolman & Deal, 1993, pp). Through these methods, the organization is able to devise a division of labor that collaborates to bring about the missions and goals of an organization. The structure that comes about from this can be varied in their rigidness and flexibility it allows, and to an extent this is a great contribution to its success.

There are many benefits and disadvantages of the traditional structure within a corporation. The greatest benefits you get with the traditional structure of a corporation are specialization and efficiency. Within the structure there is a high level of specialization and each field of expertise or specialty is like a company within a company. Each one is pretty much charged to carry out a specific role or duty. Often times you start out at an entry-level position within the

To better understand a firm and its placement of its strategies, we must conduct an analysis of factors that might affect its selection of strategies.

Currently, RL operates as a multi-divisional organization. The multi-divisional organizational structure organizes the activities of a business around geographical, market, or product and service groups and is especially useful when a company has many regions, markets, and/or products. Each division is broken down into separate divisions headed by presidents and contains a complete set of functions (“Common”, 2017).

According to Slack et al. The corporate strategy or business strategy is the guide lines for the whole corporation’s businesses in relation to its markets, customers, and the competitors (2007). In the same context, the same authors discussed the link between the corporate strategy and

At Johnson & Johnson, the depth and breadth of global operations demands an extensive division organizational structure. In a division organizational structure the central corporate office governs the divisions of the company, but the operating segments have

Division is to focus on your clients' requirements and a brief while later bundle them into assorted classes as indicated by their needs and needs. There are specific sort of clients exist together in one business range. So understanding their need in a definite way and a brief while later setting them into unmistakable get-togethers is a vast craftsmanship.

Effective organizational structures define how job tasks are subdivided, grouped, coordinated, and managed. Six key components of organizational structures include division of labor, departmentalization, chain of command, span of control, centralization, and formalization (Remme, Jones, Van der Heijden, & De Bono, 2008, p. 79). Each element influence how employees interact with each other to reach organizational goals. Different structures are common in similar organizations among high performing organizations (Reimann, 1974, p. 707). The most appropriate structure will depend on the unique needs and culture of the organization.

Deriving from this structure, with regard to separate businesses, each division demanded standardization and had an overall "Frankfurt is Orlando" mindset. However, it was recognized that each division was very different than the next and had varying distribution and selling methodologies. Hence, each division would have its own instance of the system to manage the customer fulfillment process, and a decentralized approach to implementation details (such as each division choosing its own partners). This minimized the risk of having the relative requirements of one organization driving the practices of another.

A major problem for vertical organisation structure is that because of the pyramid shapes of the structure, it lacks the transparency of information because each layer muddles information more and more and tends to create boundaries between departments or branches in an organization. For example, person down one branch must go up the chain of command on his branch and then down the chain of command on the other branch in order to interact with someone down the chain of command on a different branch (Damraks 2009, p7-8). This may lead to poor inter group interaction which can result in

Due to the coordination and control problem that surfaced during the 1920s, most large American corporations that include GM had adopted the Multi-divisional organizational structures better known as the M-form structure to respond to the crisis. M-form consists of operating divisions, each representing a separate business or profit centre in which the top corporate officer delegates responsibilities for day-to-day operations and business-unit strategy to division managers. Each division represents a distinct, self-contained business with its own functionality

Organizational structure is definitely a must have in an organization. Organizational structure is designed to form and develop clear lines of order to control an organization getting the best use of the organizations resources. According to Mahmud Hasan, some advantages of organization structure are that is easier to control the resources and they can be rationed and allocated to different units to use them at their more productive use at a micro level. Another advantage would be that clearly defined reporting lines make it easy for employees to know whom to report to while reducing redundancies by eliminating extra or unproductive processes. Other advantages are to streamline processes by giving them more focus and adoptive nature, reduce cost because the controlling of various cost control centers are controlled at micro level. Lastly, another advantage is it will help reduce cost because the controlling of various cost control centers are collected at micro level (Hasan, 2010).

Strategic posture: 1. Organizational profile (minimum one page) 2. Vision 3. Mission 4. Organizational objectives (bullet points) 5. Corporate governance (minimum one page) 6. CSR (minimum one page) 7. Core values (bullet points) 8. Code of conduct (bullet points) 9. Policies/standard operating procedure External factor analysis 10. Stakeholders analysis (primary, secondary) (diagram) 11. PESTEL analysis (minimum one page) 12. Task environment (minimum one page) 13. Issues priority matrix (diagram) 14. Porter five competitive forces analysis (minimum one page) 15. Strategic group (diagram) 16. Strategic type (one paragraph) 17. Industry matrix