The Transformation Of Agcredit Into A Process Centric Organization Essay

Describe the organizational forms a company might have as it evolves from a start-up to a major corporation. List the advantages and disadvantages of each form.

In order to leverage IT for the benefit of the whole organization enterprise architecture must be developed to oversee IT strategy. Centralizing IT strategy at the start of the new business strategies will be important to make sure IT and business are working together with common goals that deliver the most value. The following steps are to be completed within each department:

b. Describe the organizational forms a company might have as it evolves from a start-up to a major corporation. List the advantages and disadvantages of each form.

You may use one of the Virtual Organizations for this exercise if you prefer. Include speaker notes for each of the slides. The presentation should explain the following:

2. Can you suggest a suitable template to use and say what style / structure would be most appropriate for this document?

Select one (1) project from the working or educational environment of your choice and specify the main work process (e.g., suppliers and customers involved, work flow, etc.) of the project that you have selected. Next, suggest at least two (2) actions that a manager can take in order to improve the work process of the project in question. Provide a

Part II: Make your recommendation as to what form of organization you believe will be best and be sure to explain the reasoning for your choice.

Like many of its most profitable competitors, Alcan has grown quickly through insightful series of mergers, acquisitions and rapid product development and launch strategies throughout the major markets it sells into. The company has settled on a highly decentralized divisional business model that has to the point of the case study served them well. Their IT systems are showing signs of massive overduplication of expense, with a $500M level of spending on enterprise applications with SAP being the majority. There are further signs of massive waste in their highly diversified organizational structure. There are 400 systems in the company all dedicated to pricing, a massive duplication of costs, time and effort on the part of IT across the five divisions. There are also over 1,000 concurrent enterprise-class IT systems being used throughout the company at any point in time. Conservatively speaking the company is spending 20% of their total enterprise software spend on maintenance costs alone. This is forcing the CIO, Robert Ouelette, to re-evaluate both the organizational structure and IT systems supporting it. The goals of this analysis are to evaluate the advantages and disadvantages of the existing application or IT management structure. An analysis of the proposal by Robert Ouelette is also provided along with an assessment of it potential effectiveness in solving the challenges is facing today.

Provide a description of the company that you work for. As part of your description include a discussion of the type of organizational structure.

Choose one real world organisation from one of the three sectors discussed in task one. Discuss this organisation in terms of the following:

Set and analyze the policies and procedures to structure a management framework, which support efficient production. In order to create an effective organization, I arrange all personnel into functional groups, such as Finance, Purchasing, Marketing, Sales and Human Resources. Align each group’s performance goals with the company’s strategic objectives.

Critically analyze the organization from the systems approach. You should consider the inputs, transformation and output elements of the operation and consider how the system creates value.

(TCO B) List three organizational factors that can prevent a firm from fully realizing the benefits of a new information system, and provide examples of each.

1. What was the organization design that was in place at McKinsey and what did they want to change? Did the change in design complement their strategy? What were the key barriers to implementing change?

3. How would you characterize the current interdependence between departments? How should it be improved?