Structure : Configuration And Complexity

Organizational Structure Organization structure is the differentiation; that is the way the organisation is differentiated into tasks, responsibilities, departments and hierarchies and the integration (the way the organisation is coordinated to form a unitary whole). It defines how activities in the organization are directed toward the achievement of organizational aims. The structure provides the foundation on which standard operating procedures and routines rest, determines which individuals get to participate in which decision making processes and thus to what extent their view shape the organization’s actions (Stephen, 1987) United Parcel Services Organization Chart United Parcel Service, Inc. (UPS) is the world’s largest package delivery

The relationship between an organization’s strategy and structure are extremely important because it “directly impacts a firm’s performance” (Rothaermel, 2013, p. 309). Also, as an organization grows, it should reevaluate the current strategy and structure to ensure that it remains the optimal choice for the organization (Rothaermel, 2013). The four types of organizational structures, listed in order of least to most complex according to Rothaermel (2013), are: (1) simple, (2)

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

An organization must align its strategy and structure to allow itself to achieve performance improvements over time. The four different structures, simple, functional, multidivisional, and matrix, are all suited to allow companies with different strategies to succeed but the company must decide which of these is correct for itself. A small start-up company will overburden itself with excessive cost if it seeks to implement a functional structure because it clearly will not have the talent on hand to create whole departments of HR employees or accountants. On the other hand, a company that grows to become a large multi-national

What are the five structural configurations, who uses these configuration methods and why do you think they (the company or organization fits into this type of configuration rather than that of the other types); as well as what type of structural configuration does my workplace currently use. So, what is the five structural configurations are as follows: “Simple Edifice, Machine Administration, Professional Government, and Adhocracy” (Nelson & Quick, 2017, pg. 244). Basically, these configurations consist of “Differentiation, integration, and the basic design dimensions combine to yield various structural configurations” (Nelson & Quick, 2017, pg. 244). These logistic edifices are usually founded on artefact and purpose in the early stages of the structural process, and formed using the matrix organization format introduced by Mintzberg. “The five rudimentary fragments of the organization, for Mintzberg, are the upper echelon, or strategic apex; the middle level, or middle line; the operating core, where work is accomplished; the technical staff, or technostructure; and the support staff” (Nelson & Quick, 2017, pg. 244). However, these five basic configurations work differently among the organizations due to the support it gives regarding the organization’s tactical purpose.

In order for one to evaluate and identify with the diverse business structures, he/she must be aware of the meaning and standards that makes that structure. Various businesses functions in different ways as the world is full of technology and new structures, company cultures and new ways in which companies are run. In order to fully grasp the concepts of Organizational structure and culture in the movies, I will use the Movie Up in the Air and The Devil Wear Prada movies to analyze a business scenario from them.

According to Miller and Whiney (1999) configurations are “constellations of organizational elements that are pulled together by a unifying theme” (p. 5). The ying-yang like members are the core and its supporting members, systems, processes and structures must work in harmony to be successful. The core evoked a thought of DNA, the underlying instructions to what a human will become and oxygen, plasma, blood and protein as its supporting members. They all need to work together equally and with the same goal; to grow life. Having a better configured organization can allow a strategy the foot hold it needs to take root, allowing the necessary knowledge and resources to back it to fruition.

BEC has taken on the matrix organizational structure. This type of structure combines functional and divisional organization structure styles. There are advantages and disadvantages in utilizing this

The relationship between different organisational functions and how they link to organisational objectives and structure.

When it comes to business as any organizations it requires a structure, based on the resources and demands organization can changed or modify their structure. The most common two structures are vertical and horizontal structure which we see every business organization in global market (Bateman & Snell, 2011). In today’s any business organization theirs and important trait is not only the structure, it is the functions within the organization. An organizing function in management highlights the practices individuals use to interact and work with each other. There are many business organizations that are very successful in their own

  The key distinguishing features of Organization 2005 consist in the abolishment and reorganization of the Matrix structure around three interdependent organizations: Global Business Units (GBUs), Market Development Organizations (MDOs) and Global Business Services (GBS). Furthermore P&G implemented several policies that empowered executives in order to facilitate faster decision-making, which in turn should promote innovation and increased agility on the market.

A matrix structure will not be successful if an organization’s employees are not trained with the ability and skills necessary to operate within the structure. Employees must have the right mindset and behaviors in order to operate in an environment that is constantly conflicted with multiple bosses and simultaneously pursuing multiple aims (Bartlett and Ghoshal, 1990; Ford and Randolph, 1992). The employees need to have the same goals within the organization so there is less competition among them. For example take two teams one is in marketing and one is in development if both of them have different goals to achieve this leads to conflict among both teams creating a dysfunctional workplace. These same employees also need to know exactly what their job requires them to do. The matrix structure adds flexibility to the organization but the company needs to make sure that the responsibilities of the top executives are not the only known responsibilities, those job indicators need to be exchanged between all levels of the workforce. The flexibility the structure provides can lead to untimely decisions. This is created by the fact that the matrix structure requires input and collaboration among its staff. The employees may have trouble deciding whose’ input is needed because the interpersonal skills of the employees is lacking leading to untimely decisions that could result in a loss of quality. Or the employees may just become divisionally focused and not see the organization

The structure represents the organization of a business division and unit. The structure is setup to hold individuals accountable for a particular task in the firm (Ravanfar, 2015). The managers use the structure in creating alignment between goals, skills, and environment. For instance, Citibank restructured one’s organization back in the 1960’s to build relationships in a limited communication and transportation (Dyer et al., 2016). According to Dyer et al. (2016) indicated structure, system, and strategy are easier elements that managers can align in quickly.

“Divisional structure is known by the approach of having similar skills and resources grouped together into divisions” (Draft, 2013, p.318). This occurs when a company has common goals that the company wants to achieve. This allows all skills and departments to come together and produce the goal there are looking to achieve. In this type of structure not one person is viewed as important than the next one, because it takes everyone to work together to produce the outcome the company wants to achieve. “The matrix structure uses both functional and divisional structures to run an organization” (Draft, 2013, p.321). This allows the company to

Although there are signs that the company has a matrix structure in place, they do not follow a programme management approach and numerous failures within the structure exist. Their approach to management is still that of a traditional organisational approach, which tends management to lack both strategic purpose and customer focus.