The Case Of Hewlett Packard 's Autonomy Deal

The Functional Structure would best describe the form of Departmentalization used by Idlenot. Various departments employed people with particular training. The IT trained personnel worked in the Data Processing Department. People with Financial backgrounds were located in the Accounting Department. The exception to this was in the Shipping

Diversification is when a company introduces a new product/ service to a new market but does not relate it to the existing product. The product is completely new.

At each stage in the chain, the upper level had a number of subordinate, within their span of control. A tall hierarchical organization has many levels and a flat hierarchical organization will only have a few. The chain of command is a typical pyramid shape.

The culture of M&S plays an important role to understand their organizational performance. The following list of beliefs as well as values is to be found by M&S:

Diversification - Practice under which a firm enters an industry or market different from its core business.

Diversification is when a business introduces a new product to a new market. It is one of the great ways to seek the profit by introducing new products and hoping to sell. Diversification

The basic organizational structures are as follows: 1. Functional structure In functional structure, as the name suggests, organizational units are formed according to different functions involved in organization. For example, in an organization employees can be grouped into different functions like payroll, accounting, national sales, purchasing, advertising, market research etc. In such type of structure individual units perform activities that are specific to their function and hence such structures type of structure develops expertise in long run.

The organization chart that will work for this will be the departmentalization of function. “Functional departmentalization groups together jobs involving the same or similar activities as it allows the organization to staff all important positions with functional experts and

Reed Tradex’s organizational structure is cauterized by functional approach. It means that the company will group team based on work functions to work together in order to achieve goals. After grouping team by functional approach, it will come to the divisional structure process to separate employees functionally by using geographic or demographic methods (Johnson, n.d.).

As seen in the figure, functional structure comprising top level management is embedded in levels 1-3. The geographical divisions are embedded in level 4. Product divisions are embedded in levels 5-7 and the frontline teams, the teams at level 8.

Assuming the board and management team were focused solely on building shareholder wealth, the priorities turned on determining whether the offer was genuine, and if so, obtaining a best offer from Oracle that clearly exceeded the forecast growth of the company as a standalone entity. In this case, even with the mere six percent industry growth rate forecast, PeopleSoft’s share price could be expected to top $16 within a year. Clearly, Oracle’s offer was not one to be taken seriously. However, it was a point at which negotiations could begin. Given that the case review indicated that the board believed that Oracle’s bid was a valid threat, but not one that fully valued the company, management turned to traditional antitakeover defenses to make Oracle’s goal unpalatable. Tactics included adoption of a poison pill defense and consideration of a Customer Assurance Program (CAP). The board’s strongly negative rejection of Oracle’s initial offer, continued negotiations to close the J.D. Edwards deal, and adoption of takeover defenses were designed to maintain a consistent and profitable operation and boost stock price to so that Oracle had to raise its offer price a lot if it wanted to acquire PeopleSoft, while incidentally maximizing shareholders’ benefits.

The single and dominant business strategy, which denote relatively low levels of diversification, more fully diversified firms are classified into related and unrelated categories. A firm is related through its diversification when there are several links between its business units; for example, units may share products or services, technologies, or distribution channels. The more links among businesses, the more constrained is the relatedness of diversification. Unrelateness refers to the absence of direct links between businesses.

Over the past couple of decades it is almost expected now for a business to have either experienced a “Downsize” or be dealing with one. A lot companies are pulling from every angle to keep the business running in today’s economy. Businesses are expected to provide goods or a service to the consumer at a price to beat the competitor. Setting this type of expectation will cause a company to have to restructure how they do day to day business. That type of change will affect someone in almost every department. This is where the “Downsize” comes in at.

Its functional structure aims at addressing top level functions such as human resource management, marketing and others that are clearly distinct at top management level and are based at their corporate headquarters in Seattle. This functional structure outlines Starbucks’ hierarchical structure (Meyer, 2017).

An LBO is the acquisition of a company or division of a company using debt for a majority of the purchase price and equity for the remainder.