Westchester Region Summary

The organization of power within a corporation is a rigid dichotomy between centralization and decentralization. Substitute strategies can exist anywhere along the spectrum whether they are completely centralized, completely decentralized or somewhere in between. Though Cervus’ methods are substitutable, centralized policies have not proven to be nearly as successful in maintaining

Christine Brooks, the regional claims manager for the national insurance company for Westchester zone (Rosenberg, 2003). Christine was in charge of implementing this major zone reorganization in which four offices under her responsibility would be consolidated to one location by the end of the year. This reorganization was due to deregulation and continuous economic weakness, company had decided to the cost-cutting moves for some regional areas and one of which included the Westchester zone reorganization. There were many factors which were associated with the case of national insurance company as financial gain, cost-cutting budgets, and down-sizing (Banerjee, 2002).

The company began to see that their costs was higher than the other medical groups and decided to start lowering the operating cost of the hospitals by consolidating different areas of the company. The first area of interest was billing due to other companies having already done the same consolidation and had a positive result in being able to reduce costs within their companies. There would need to be a new director to oversee the new consolidated department and the two lead candidates was Kyle from the Utah office and Colleen from the Denver office. Both managers had gotten their MBAs and had started with the company when it was still starting out and growing. The board that was to decide who was to be promoted to the new position consisted of a former boss of Kyle who was biased in favor towards him to be promoted. When the board was leaning in

The Appalachian Region stretches from the northern part of New York, through Pennsylvanyia, all of West Virginia, the West side of Kentucky, Mississippi, and the southern parts of Maryland, S.Carolina, N. Carolina, and Alabama. The immigrants who settled in the Appalachian Region were made-up of three main ethinic backgrounds; Scot-Irish, English, and German. “Appalachian people are considered a separate culture, made up of many unique backgrounds—Native Americans, Irish, English and Scotch, and then a third descendants of German and Polish immigrants—all blended together across the region”(“Appalachian Culture”, 2015). The immigrants came to the Appalachian Region either in search of land at cheaper prices or to get away from the Quacker Leaders. The Appalachian Region has proven to create a hard way of life for those who settled the region. “The people who settled in the Appalachian region were known as hearty people who lived in an often difficult environment”(“What is Unique”, 2015). Those who live in the Appalachian Region today may not face the same challenges as his or her ancestors who settled the region, but there is no doubt the Appalachians still brings a set of challenges. However, no matter the challenges there is one thing those who live in Appalachia share, tradition. It is these traditions that assisted the first settlers, our ancestors, in living life and are still getting present day Appalachians through.

The City and County of Denver as a whole runs under a traditional organization structure. I work for the City Attorney’s Office or CAO as it is often referred. Our organization used to fall under the traditional structure, however, that recently changed when they re-evaluated the efficiency in which our department was ran. Now we fall under a horizontal organization structure which is comprised of a team, network, and boundaryless structures, “Boundaryless structures eliminate internal and external boundaries (Schermerhorn Jr., J.R. and Bachrach, D.G., 2015, p. 253). It creates teamwork and communication, making information sharing continuous. When we switched to this structure it created a stronger, cohesive team that worked together towards

Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change. New York, NY: Free Press.

For this assignment, I had the pleasure reviewing the organizational structure and culture of Carolina HealthCare System (CHS) a medical organization. In my interview, I spoke with an employee that has been a part of CHS for over seven years preceding the completion of his military term. Coming from the United States Navy his views on organizational structure and culture was completely different from his experiences that he has had since being employed with CHS. I will attempt to bring these views and structure elements to the light as well as ideas in which he can possibly improve his overall experience. Our interview shades on the fact that all employee 's perspective on organizational structure is not always as it appears in black and white.

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.

Organizations need to be assessed in order to be aware of the problems that are occurring within the agency. Our group has been tasked to look at an organization and determine whether or not it is in need of organizational change, and if so, how to implement that change in order to make the company more efficient and effective at addressing clients' needs.

6. Organization development consultant David Nadler was interested in developing a model of how large companies cope with restructuring in a competitive business environment. With a team of consultants, he followed the restructuring process of Xerox Corporation for two years. He interviewed the CEO and the top managers at Xerox. He observed the behavior and analyzed the speeches of the CEO and the top managers. Nadler and his team collated and interpreted the information they had collected, and wrote up a detailed account of Xerox’ restructuring process,

Change is necessary if organizations are to survive and thrive, and the sharp downturn in the economy is forcing leaders in all industries to take a fresh look at how they do business. Recently, most companies in the financial services industry faced with a need for dramatic change after mortgage crisis and the Wall Street meltdown. (Daft, 2011, p. 460)

The significance of organizational change is captured by Sloan (1967) when he indicated that market situations like the dynamic nature of the product and services coupled with the dynamic nature of the market itself can bring down a given business entity if the given entity is not ready for the culture change.

Modify the organizational structure to facilitate collaboration among the company's various regional and local offices and central office; and

While the intention was that the People 's Insurance Company of Canada (PICC) would have an organic organizational structure, this intention was at least partially offset by the close integration of the Insurance company with the parent People 's Bank. The result was an entity in which the superficially organic, generally non-hierarchical Insurance organization has been overridden by the highly hierarchical and mechanistic bank organization. The PICC’s actual structure has both mechanistic and organic aspects. With regard to work specialization, it is generally narrow and mechanistic with the VP for HR, Mary Thorne, fighting an ongoing battle with the Bank on the grounds that PICC needed staff with specialized skills in the insurance industry. With respect to chain of command, while the structure of PICC was intended to be open, non-hierarchical and organic, it is clear that it is generally mechanistic in its most important aspects. For example, while there may be an open office environment in general, the senior team members have private offices. Similarly, while the the emphasis of PICC is towards self-managing teams, many approvals - such as new purchases - had to be signed off by multiple layers of the bank 's management. Thus, the chain of command is very rigid in terms of its senior decision-makers.

The core constraint of virtually every organization The Goldratt Institute has worked with over the past 16+ years is that organizations are structured, measured and managed in parts, rather than as a whole. The results of this are lower than expected overall performance results, difficulties securing or maintaining a strategic advantage in the marketplace, financial hardships, seemingly constant fire-fighting, customer service expectations being rarely met, the constraint constantly shifting from one place to another and chronic conflicts between people representing different parts of the organization, to name a