Hitchcock Automotive 's Organizational Structure Essay

A private sector is usually composed of organisations which are privately owned and not part of a government; whereas a public sector is composed of organisations that are owned by the government and voluntary sectors are composed of individuals of who seek help in charitable activities. Private sectors include corporations such as partnerships and charities, like the voluntary sectors, and the public sectors include corporations such as federal, provincial, state or municipal governments. An example of a private sector is a retail store or credit unions, and example of a public sector is an educational or

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.

Hitchcock Automotive Services owns Puente Hills Toyota (PHT), which is a privately held company. In addition to, Hitchcock Automotive Services owning Puente Hills Toyota, they also own two other Toyota dealerships, a Volkswagen, Ford, Hyundai, and BMW dealership, all located in California. Puente Hills Toyota was a large Toyota dealership with about $85 million in annual sales. PHT employs around 145 employees and was awarded several excellent performance awards, including the Toyota’s President Award for overall excellence for the past 13 years (Merchant & Van der Stede, 2012). The dealership’s organizational structure was similar to those of others within the industry, other than they combined the new and used vehicle sales department. This organizational structure worked with Hitchcock Automotive Service’s philosophy of keeping manufacturers and customers happy. (Merchant & Van der Stede, 2012)

One key responsibility of working as a manager is to recognize the best way to organize and run an organization. A manager who can work with and put into motion the structure and plans of a company is very important to the life of the organization. Chief Executive Officer of Chick-fil-A Dan T. Cathy is an example of such a manager and business owner. Chick-fil-A began its journey in 1960 in Hapeville, Ga. Since then the second

Organizational structures have changed greatly in the last fifty years. Whereas most organizations were once rigid and centralized, most organizations are now taking advantage of flexible and decentralized structures. These new structures have affected the standard relationships between employees and managers. Additional layers of management have been created which blur the lines between the functions of managers and the functions of employees. Employees have become decision makers, and some managers barely have any authoritative power. Subsequently, these changes to organizational structures have impacted organizational strategies. This too, expounds upon the increased power of the employee and the reduced authority of the manager. The changes in organizational strategies make use of the dispersion of power in order to reduce costs and enable additional safeguards within these organizations.

The company is geographically located in most major united states locations. It employs a hierarchal organizational design. One of the contributing factors to its success is the company’s success in providing a dining experience for its customers that excel in choices, price, customer service, and serving size. The company is known world-wide for its delicious cheesecakes with the key factor being the variety.

According to Bateman and Snell, “Two fundamental concepts around which organizations are structured are differentiation and integration” (2011, pg. 227). Differentiation refers to the different units that work on different kinds of tasks with the use of different skills and work methods in an organization. These differentiated units are combinedand coordinated into an overallproduct for the purpose of achieving the organization’s mission as the result of integration. The two fundamental concepts indicate how the organization

As the Atha Corporation grows changes will need to occur to the structure of each functional area. Within H.R. we added two more Human Resource Generalists. These generalists will simply be used for management to delegate more tasks and take on the goals planned. One new generalist will focus on culture, incentives, welfare and safety, and employee counseling. The other will focus on recruiting, building space planning, performance management, and committee facilitation. Each of these focused tasks tie directly into the goal, objectives, and plan already laid out for this department.

Topshop was founded in 1964 in Sheffield within the ladies fashion store chain Peter Robinson Ltd. The first official stand alone store was opened in 1974, followed by Topman being introduced in 1978 exclusively for male customers. Topshop has over 300 stores in the UK and over 100 stores internationally and has a flagship store in both London andn New York. It is part of the Arcadia Group which also owns Dorothy Perkins, Burton and Miss Selfridge.

The company’s compensation programs are result oriented market focused and flexible. Pay for Performance is one of the key compensation program, which includes various pay, benefits and special programs offered by the company.

Johnson & Johnson is a global American health care manufacturer founded in 1886. The Family of Companies – as they call themselves – consists of more than 250 operating companies in 60 countries employing about 118,000 people worldwide. (J&J)

In contrast with McDonalds their success is from globalization. Since the early 1940’s McDonalds has been a burger business, and accomplished to be the first one’s to become global. McDonalds has invested into several community organizations that helped the business to earn trust from the communities and gave more of a positive outlook towards their restaurants. They support their own employees, their families, and other groups of society in every country where it has business. McDonalds has website links to promote healthy living for kids, teens, and Latin and African Americans. McDonalds Happy Meals, McDonalds for teens, Me Encanta, and 365Black. They have corporate governance, which shows in detail of their operational structure. There is a whole webpage that is dedicated to explain about what is their drive to stay successful, what the board of

The organizational structure of Zappos.com is revered as one of Americas’ most innovative corporate cultures. The unique structure of this company has been so successful that they have a department for business-to-business consultations that assist other companies interested in adopting the model into their own organization. From a struggling start-up business to a $1.2 billion merger with Amazon.com, the company has remained true to its value of “delivering WOW through service” not only to its customers but also to its employees as well. Although there are hierarchical levels, there is a

We believe the new incentive system was needed and reasonable because the accounting-based incentive system, where EPS was a measure of performance, raised valid concerns. The first being an agency problem. This existed within the old system as manager’s interests were not aligned with those of stockholders. EPS had improved steadily at a rate of 9% annually; however, the share price had increased only slightly in comparison. Therefore, the company’s stockholders had hardly benefited. The second issue was the use of subjectivity in granting bonus awards. These awards were given out even when their entity had not performed well. Managers began “politicking”, meaning they would try and convince their evaluators they performed better than the results had shown.

The mechanistic view of an organization began with the industrial revolution. The view is a reflection of society's radical change from a rural agricultural base to one more impersonally based on centralized urban industry employing great numbers of people. The first changes began in the late 1600's and early 1700's with rudimentary machines replacing manual labor or accomplishing things not previously possible because of size, weight, or sheer numbers. The greatest industrial growth was during the 1800's period, which was exponential at its end and the outset of our century.