Organisational Structure

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

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

Every organisation has a different organisational structure. The private sector is funded by private investors, these invest capital into a business in hope of returning a greater capital in the future, they are generally profit drive. A public sector is an organisation generally funded by the public and state. The organisations are required to offer a service which will benefit the whole of society for example the NHS. A voluntary sector is an organisation based on non-profit, and are not funded by the state. They are used to fill gaps within the market which private and public sectors cannot do. The company I work for would fall under the private sector, our company has directors and business partners who put money into the company or use our services to benefit their own companies.

The structure and design of organizations have drastically changed over the last twenty-five years. Organizations develop new goals at the beginning of the year or after the completion of previous goals, and heavily depend on planning to help achieve these goals. Planning is an integral part of organizational success, as upper management receives substantial information on various needs such as risk uncertainty, available resources, employee development, and unforeseen changes in technology (Daft, 2013). Most importantly, successful planning allows management to make effective decisions when unforeseen events arise within the organization. Not participating in planning is equivalent to taking a road trip across the country without a

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.

During the 1980’s, British Airways experienced the biggest crisis in the history of the airlines existence. While previous “forecasts had projected passenger traffic was slated to increase at an average rate between 8 to 10 percent; however, the reality was that traffic unexpectedly decreased by more than 4 percent. This coupled with rising fuel and staffing costs brought the company to the verge of bankruptcy.” (Jick & Peiperl, 2011, p. 26). As an organization, British Airways carried the mindset and belief that, “if you’re providing service at no cost to the taxpayer, then you’re doing quite well” (p. 28). According to the article, “Re-energizing the Mature Organization,” older, more mature organizations undoubtedly come to a crossroad where they were forced to face the challenge of renewal change (p. 50). This is where a company

Here is a first hand account of culture, structure and systems not being in harmony. In 1994, Ticketmaster (TM) United States became a major presence in the ticketing industry. As part of their growth strategy, they expanded through the re-acquisition of all licensees. One of the licensees was the Canadian Ticketmaster business. From 1995 to 1997, TM Canada was forced to transform organizationally to become similar to our American parent. The cultural breakdown occurred when transitioning from networked “(high on sociability; low on solidarity)” to mercenary “(low on sociability; high on solidarity)” (Langton & Robbins, 2007, p. #341-342). For example, the lack of accountability

The last part of industry analysis is about rivalry. In aviation industry, the rivalry is very drastic. This industry develops slowly or even stagnant and it is mature in recent period. There is no new company established in developed areas and also there is no major firm going broken. Most of survivals are big companies. All of them have abundant capital and ample operating experience and hold a relatively fixed percentage of market. In long run, the number of airline companies does not change. In another word, the cake is divided up. However, people define business with a ward, for profit. If airline companies want to share more percentage of market, they must seize other companies’ part.

For example, within the human resources department, all HR will share information and support the training and development of each employee.

British Airways happens to be the ninth largest airline in the world, in terms of the number of passengers it carries. At the international level, it operates to more destinations than any other airline and therefore is considered as an airline possessing the strongest network in the international market. At present, it is operating to 167 different destinations in 87 different countries around the globe (British Airways Plc and British Caledonian Group plc, 2002).

British Airways (BA) is a company that encountered several difficulties back in the 1970’s and 1980’s. The poor performances of the organization, was leading the company to failure. BA was offering a service that even though it accomplished the mission of the company, was not providing customer satisfaction. The organization was not taking into consideration the needs of the costumer and was not providing an acceptable customer service experience. “Productivity at BA in the 1970s was strikingly bad, especially in contrast to other leading foreign airlines” (Jick, Peiperl, 2010, p.28). Due to numerous changes, the company increased their revenues and became a respectful and well know organization.

Manager’s of an organization has to use structure to help the company run efficiently. “The five types of organizational structures are functional, divisional, matrix, team-based, and virtual network” (Draft, 2013, p.316). Functional structure in an organization that is developed by grouping departments by the skills, level of knowledge, activities done daily, and the resource used. “This structure places specific departments from the bottom to the top” (Draft, 2013, p.318). For example, specific departments such as: human resources, accounting, engineering, and manufacturing are placed at the top, while there are mostly seen at the bottom in other organizations. While common functions such as; people, facilities, and other resources are combined together as a single department instead of being divided into multiple departments.

Krames saved the best for last. In his chapter on Herb Kelleher, Krames provided some excellent insights on corporate culture. Over 90,000 people per year applied to work for Southwest Airlines (SWA) while Kelleher was there, and only four percent got hired. This made Southwest Airlines “harder to get into than Harvard” (Krames, 2003). SWA was one of four airlines, and the only US airline, to remain profitable throughout the first decade of the 2000s. There was little conventional thinking at SWA. The ideas began with a low pricing structure and include the policy of no assigned seats. The overall corporate attitude has created an unparalleled employee loyalty. In 2000, aircraft fuel prices had tripled, and many airlines were threatened; each employee found ways to save five dollars a day, and in six weeks the employees had saved SWA over two million dollars. The hiring criteria included cheerfulness, optimism, team spirit, communication abilities, self-confidence, and self-starter skills. Kelleher instructed his people to focus on service and pleasing the customer. He preached that if the employees focused on excellent service and customer satisfaction, profits will follow. He proved to be correct.

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.

As an organisation grows bigger it requires more than one manager to control the operators. Middle line managers add strategic apex managers into the operating core with proper authority. In broad, one set of managers directs the operators for the basic unit and another set of managers takes charge to convert it to the higher level unit. Hence, these units come under one manager to form an organisation. Middle line managers observe the performance of the same unit and they produce the feedback to the managers above them.