Management Case Of P & G

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.

The company has hired three (3) new managers with expertise in larger motor engines, ten (10) staff members to assist on the factory line producing the engine as well as new marketing staff to create the best plan for execution of sale. The current staff will continue to make and monitor the medium size motors with a small amount of cross over. The additional staff with work primarily on the new larger motor project with career ending goals to continue with the organization for a long time to come. This increase and structure is the best of two worlds according to Project Management (Kerzner, 2013) “the matrix structure eliminate almost all of the disadvantages of the traditional

The other form involves grouping the wire harnesses by product/geography known as the multidivisional form (M-form). The M-form is known for managing, organizing, growth and diversity of large/growing organizations. “To succeed, the M-form required the existence of a strong and professional management hierarchy, and the new decentralized organizations required strong management both at the headquarters and in the divisions” (Witzel, 2005). Decentralizing improves strategic planning by freeing up senior management time. This grouping can cause coordination problems amongst subunits, performance plans are difficult to construct, and it is less effective with local product information. Maintaining the M-form requires a strong strategic plan and management.

2. Divisional structure In divisional structure, organization creates different division based on criteria, for example, bell Canada divided their consumer into three divisions, namely, individual consumers, mid-sized businesses and large sized corporations. By doing such, one division of a company can be easily changed

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

Riordan Manufacturing should begin implementing a matrix structure. Despite the more complex nature of the matrix structure, it promotes a comprehensive understanding throughout the company; allowing more communication between members in different departments and divisions. This enables each member in the organization to know and understand his or her role. This structure also allows the company to be more flexible and promotes growth

Each of the product groups has their own focus and business strategies and they function as their own smaller organisation under the Rio Tinto Group. They have their own structure that is divided into specialised areas. The idea of this form of structure is to ensure that each group has defined goals so they can work efficiently towards increasing the performance in their field.

If one maker runs into a snag he/she can share that information or help others who might come across the same issue. On the other hand, there are problems with functional grouping. Opportunity costs, coordination, and customer satisfaction. “The opportunity cost of using senior management 's valuable time coordinating functions and making operating decisions” (Brickley, Smith, & Zimmerman, 2009, p. 402) can be spent in better ways for the company. Coordination can also be time consuming and information can be lost in transit from one department to the next. Finally, wire makers could be so concentrated on their function that they neglect customer satisfaction as it does not relate to their specialty.

  P&G originally operated in the US in the form of product division management in order to facilitate nationwide brands.

This personal case paper will focus on the company that I am currently employed in, PT LLC. PT is one of the many pharmacy benefit management companies that manages pharmacy benefits for major health insurance companies or organizations. Some health insurance companies run their own pharmacy benefit organizations embedded within. PT is owned by a major health insurance company, TCTS. PT is owned by TCTS, but is not operated as a third party. It is rather operated as a third party organization that was created to give independence to the parent insurance company mandated to adjudicate pharmacy benefit for members. TCTS is a non-profit insurance company, but PT is a for-profit business. PT is operated uniquely because it provides services to members/patients, is owned and regulated by an insurance company TCTS and regulated as well by the government by Centers for Medicare and Medicaid Services (CMS).

While global category management had improved cross-market coordination, innovative new products were still being developed very slowly especially if developed overseas. They were taking years to rollout. The matrix structure seemed an impediment to entrepreneurship and flexibility.

rted in 1973, the Australian descendant that started the company made many advancements and lead the company to boom on the market. However, as the brand grew and became more noticed the brand was bought out by Acushnet Company. This buyout brought Cobra into the same company as Titleist, Pinnacle, and Footjoy. This purchase hindered the brand’s staple of being at the edge of golf clubs. Acushnet relegated Cobra golf to the lower end of golf and allowed Titleist to maintain its high end market. This proved bad for the company, Cobra failed to meet the standards that Acushnet wanted and it even hurt some of Titleist performance in the market. This lead to Acushnet selling the brand to Puma. This was a very good purchase by the Puma company.

Productivity levels can be increase by specialization that leads to operational efficiency. Because of their specialization, workers with difference skills can perform more efficiently , quickly, and confidently. Thus, it will reducing the mistakes of the product. In addition, the employees can be highly motivated to move up their within the functional structure unit makes it possible. The functional structure is suitable for a small business so that it can have more focus to the product and service as the main goal of functional structure is bring the entire human and information resources by encouraging peer cooperation among different units at various levels of management through supervision and

In this case of Procter and Gamble (P&G) and Wal-Mart’s partnership, the main issue seemed to be caused by a third-part company’s collaboration with Wal-Mart which interfered the healthy partnership between P&G and Wal-Mart, also threatened P&G’s leading position in the diaper market. P&G’s diaper brand – Pampers has been the industrial leader in the relevant segment for years. P&G has been developing a long-established partnership with Wal-Mart based on a just-in-time ordering and delivery system for disposable diapers featured with the electronic-data-interchange system linking Wal-Mart vendors with P&G factories. The result of this collaboration created a win-win situation which let Wal-Mart reduced both

The Equity Theory states that people assess how fairly they have been treated according to two key factors: outcomes and inputs. (Batemen, Snell, 2007) In this case study, Brian is an employee of AMPA and is appointed as the unofficial Help Desk coordinator, however it is clear that there seems to be a lot of inequity in the workplace. Brian was