Lego Project

4173 Words17 Pages
Contents 1. Introduction - 3 - 1.1 Problem statement - 3 - 1.2 Delimitation - 3 - 1.3 Report structure - 4 - 1.4Methodology section - 4 - 2. Organizational structure and design of LEGO - 4 - 2.1 Organizational design of Lego - 5 - 3. Influence of organizational type to internal relationship in company - 7 - 3.1 Relationship with customers - 8 - 4. SWOT - 8 - 4.1 Making weaknesses into strengths - 10 - 5. Suggestions of motivation improvements - 10 - 6. Conclusion - 11 - 7. Bibliography - 12 - 8. Appendicies - 13 - 9. Social contract - 13 - 10.2 Log book - 14 - 10.3 - 15 - 10.4 KarolisKaupas Memo - 16 - 10.6 Amr Youssef’s Memo - 17 - 10.9 Executive summary - 18 - 1. Introduction The LEGO group…show more content…
But bigger problems are referred upwards to be solved by senior managers. In this type of organization can be observed few characteristics of Weber’s theory such as a clear-cut division of labor, high level of specialization and the hierarchical authority applies to offices and positions of the organization. To coordinate and control activities in this type of organization, it is configured by two features: horizontal and vertical differentiation. In horizontal differentiation Lego has been grouped by functions (Finance, Sales, Human Resources, Purchase departments etc.). But in lower levels it has been grouped by product (PMT1, PMT2, OTC) and customer type (Toys for customers) and geographical location of departments. Vertical differentiation shows that this company has good span of control, latter leads to inference that Lego’s organizational structure is flat- leading the structure of this organization is centralized, so this company is functionally flexible. It means that Lego is ready to deal with different kind of problems in any situation. This organization has a lot of hierarchical levels, to control all their actions in this firm is used the scalar chain principle of classical management theory: “the line of authority from superior to subordinate, which runs from top to bottom of the organization; this chain, which results from the unity-of-command principle, should be used as a channel for communication and decision
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