The Managerial Responsibilities Of Bec 's Current Structure

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 organization will implement the Myers-Briggs Type Indicator (MBTI) personality profile test. Current employees who are staying in their current positions are still subjected to the assessment being we want all employees to be comfortable with new hires. Testing current employees will show where the company is behavioral wise with personalities, and management can have better understanding of their employees. In the current process of the reorganization, any employee that transitions into a different role will go through the process of internal hiring. The organization is planning on having the MBTI part of the organization’s hiring process, therefore implementing this new culture efficiently is a top priority. BoardMan will create a job satisfaction survey to help with the Myers-Briggs testing.

Lastly, since the unity-of-command is no longer in existence, i.e., there are essentially two bosses (functional and product managers) there needs to be absolute clarity in the work priorities. “When you dispense with the

The cultural norm was to operate only within your function. This “decentralized managerial philosophy” hindered proactive communications between departments that that could have assisted in the company’s transition to project management.

2) Non-executive directors are members of a business’s board of directors, but are not part of the executive side of things. A non-executive director normally doesn’t participate in the day-to-day management of the business, but offer general guidance and a different perception on current problems of the business. The board often seek their contribution on particular issues like policy making and planning exercises as they are independent and will provide an impartial view. They are appointed on their wide experience, specialist knowledge and personal qualities, so that they can carry out four principal roles:

In general, the corporations work towards meeting the end goal of adding value to its shareholders and/or stakeholders, but the way this ‘value is added and who is given priority while adding this value’ depends on the ‘perspectives’ (session1 slides) corporations choose to fulfill the objective of the given corporation. Corporation structures involve executive management, board of directors and its internal and external stakeholders. The executive management are at the helm of running the company, executing strategy and managing company operations, while corporate boards are supposed to keep an ‘careful watch’ and guide executive management activity. Boards are primarily performing ‘advisory and monitoring’ functions i) by acting independently in the interest of the corporation ii) guide management by taking ‘un-biased’ stand and at times taking opposing viewpoint than the company’s management iii) select, evaluate, and compensate Chief Executive Officer(CEO) and executive management oversee succession planning(session1)iv) review and monitor company performance while minimizing company costs v) risk identification, risk mitigation and risk avoidance guidance, governance and vi) guidance to CEO and senior management around strategic and operational direction of the organization.

The key departments of a business are human resources, finance, operations, production, marketing and sales. These departments need careful research to build strong foundations for a business to grow and thrive on. There are many research sources that can help businesses get a better understanding of what these departments are, what they can do and how they can help the business to grow. The aim of this report is to give valuable information on how to access the resources needed to help with successful research and how to identify sources that are credible as opposed to those sources that are not. For example, there could be two similar looking websites but one is less credible than the other or a book that has not been revised or updated therefor out of date.

Profiled Institution A B C D E F G H Industry Retail Financial Services Financial Services Transportation Utility Financial Services Manufacturing Automotive Employees 10,000 – 50,000 10,000 – 50,000 5,000 – 25,000 25,000 – 75,000 1,000 – 10,000 15,000 – 50,000 10,000 – 50,000 More than 100,000 Revenues $500 million-$1 billion Less $500 million More than $10 billion $5 billion-$10 billion Less $500 million $5 billion - $15 billion $5 billion - $15 billion $75 billion - $150 billion How are projects prioritized and distributed to team members? What are successes and challenges of the change

The senior management should have high power which lead to effective implementation of BPM projects.

The company has an aggressive policy of semi-autonomous business unities. Each unit is considered as an own company, and its manager has great power on resources allocation and medium-term strategy (that is, the one that does not require large investments as the build of a new facility etc). Each business unit has its own R, D&E (research, development and engineering) for applications and is client of a central R&D for process improvement.

One of the goals of the reorganization was to cut a management layer. After the reorganization, the organization consists of a top management layer of a general manager accompanied by two managers. The assistant managers coach five department managers and play an important role in some major projects. The second management layer consists of ten department managers (figure 3 shows only five of them). Each department consists of about twenty to thirty employees, grouped in three or four teams.

. The management of Bollman group might find this effective as the workforce culture will be very different from what they had in Minnesota. Identifying worker type and which training works best for them to derive maximum output is very essential (Casico, 2013)

The AGP project has used the Work Breakdown Structure (WBS) to show how the tasks relate to each other through the connections between the lines. By using WBS, corporate can identify all the tasks and the exact scope of the project work. Form this information is it possible to carry out a preliminary estimate of the costs of doing the project. It also allows the sequence of the project is understood, especially how tasks interrelate to each other and where tasks can run in parallel. The project control system, accountability, and milestones have been identified detail and clearly

In solving these problems, my recommendations are as follows; that role of the central management body should be totally separated from that of the national management body. This can be done by clearly stating the extent of power and responsibility of the two positions. Also, companies that are involved in the same kind of production should ensure that they exchange ideas and technologies in order to maximize output. In this sort of situation, there should be a system that encourages the proper relations between companies that are involved in the same kind of production. Staffs may be occasionally transferred from one company to the other to help buffer the expertise that is lacking in the other company. Finally, the role of the central body should be reduced to a supervisory role in order to ensure faster decision making. Managers of companies should be left with the sole responsibility of making decisions. They should also be given the power to take matters in their hands if they perceive that the BA is taking more time than

In this paper we will take a gander at various sorts of Market Structures. There are a wide range of sorts of firms in the business sector structures, some comparable and some altogether different. This implies a few firms, as indicated by how the supply and request will influence their valuing, will attempt to expand their benefits. A few firms almost no substitutions or have no substitutions, which implies that there is next to no or no opposition, so they can control their valuing. The motivation behind the paper is to break down the business sector structures to make you mindful of the diverse classifications of business sector structures inside of the organizations.