Internal Structure and Functional Areas of the Trafford Centre

Having the appropriate structure is vital for an organisation or business to meet its aims and objectives. A business may be structured by:

span of control is the basic of effective incident management and it is the number of individuals or resources who are effectively managed by one supervisor, and that number ranges from three to seven and the optimum is five.

Speedup time to market. Because there are more people involved the process of innovation is faster

The span of control is dependent on the work complexity, managers experience, workforce capacity, geographic dispersion, organizational environment and administrative task and support.

Every company has its own unique organisational structure. This can be described as the system or pattern of relationship in which power and roles are given to the employers and employees. It also involves how the company is designed in order to achieve its goals and its communication channels. A good structure is crucial because the strategic decisions made can either benefit or worsen an organisation (Mullins, 2005). For example, a good structure would encourage and motivate employees in order to keep morale and job satisfaction at the highest possible level so that productive efficiency can be reached. This essay will describe the different designs of organisational structures and assess whether in today’s world, organisations are

crucial that there is growth in learning and skills so that it is possible to build better managerial

There are many types of organisational structure a business may decide to adopt. This assignment will examine the four main different business structures and present the advantages and disadvantages of each one. The business structures that I will be examining are as follows:

* By limiting evaluation of managers to the cost that they could control directly, which is the spending of their subordinates, unlike the costs of their whole department, they now have a wider scope of what they are responsible of above and beyond minimizing cost.

‘Managers have been subject to…systems of control and evaluation’ (Jackell, 1988, pg. 75). This theory didn’t completely maximise on managerial control, but gave order and direction for both employees and managers within an organisation.

In introduction It is not an exaggeration to say that organizational structure is the most component in any successful business. To start, I am going to define the organizational structure, then I am going to move forward to discuss the problems and of running a business that suffers from unclear and undefined structure.

There are many types of structures that an organization might have, each of them comes with its own set of advantages and disadvantages. Let us look at the benefits and drawbacks of three (or rather, five) of the more modern structures.

Control mechanisms are necessary in order for any business to run smoothly and ensure that things are going as planned. These controls help the business determine the activity and direction of its employees in a manner that helps the company meet its goals (Bateman & Snell, 2007). There are three basic types of controls: bureaucratic, market, and clan. Bureaucratic control basically consists of the formal rules and regulations that establish authority, set standards, and regulate behaviors (Bateman & Snell). Market control regulates activities by examining the competition, analyzing profit and loss, and utilizing economic information (Bateman & Snell). Clan control differs from the previous two controls in that

Control system strengths: Initially, divisional general managers are given full control of their businesses except in the areas of raising capital and labor relations. Full control gives divisional managers power to make

Much management, by experience, has found out that the time-lag in the management-control process necessitates future-directed control. Otherwise, control will be ineffective. Effective management control calls for the institution of a system of control that can give the manager, a correct and timely idea of not only taking corrective action, but also of the possibility of the occurrence of certain problems in case they fail to do something about them now.

The managers get to know the reactions of their subordinates on their policies. Thus, the feedback obtained is quick compared to formal channel of communication.