can you help me answer: Understand the connections between organisational structure, strategy and the business operating environment.
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can you help me answer:
- Understand the connections between organisational structure,
strategy and the business operating environment.
- Evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning
SMEs, global, private, public, not-for-profit, voluntary. The range of products, services and customers associated with each.
Structures, for example functional, divisional, matrix; spans of control; reasons underpinning different structures, advantages and disadvantages and how these link to organisation purpose.
Step by step
Solved in 3 steps
- Identify any four different organisation types of your choice. Using rea-world examples, define and describe each of the chosen organisation types. With the aid of the table, explain the differences between the chosen four organisational types. Use examples such as private, public, charitable etc.1. Identify any four different organisation types of your choice. Using rea-world examples, define and describe each of the chosen organisation types. With the aid of the table, explain the differences between the chosen four organisational types. Use examples such as private, public, charitable etc. 2. Using one of the four organisational types described in task 1, identify its key internal and external stakeholders and their interests. Using a stakeholder mapping and the Power/Interest Matrix, evaluate the organisation’s key stakeholder needs and influence. Your matrix should include recommended strategies for managing relationships with the various key stakeholders. 3.Having a suitable organisational structure will enhance the competitive advantage of the Coca-Cola Co. in light of this statement, explain the importance of organizing and evaluate the fundamentalfactors to consider when determining the best span of management for operating leaders at theCoca-Cola Co.
- The most important contingencies in organisational design have changed over time. Previously, themost important contingencies were size, strategy, and environment. With the arrival of moreadvanced information and communication technologies, some say that technology is now the mostimportant contingency. What do you think is the most important contingency in organisationaldesign and why?Organisational structure: 'Business - Volkswagen Group' i. Include an organisational chart, with details of business locations, senior management teams or divisions/departments and board of directors. ii. Review and evaluate whether this company is mechanistic or organic, using the 6 elements of design iii. Is this a suitable structure for this organisation? Explain your response. iii. What recommendations can you suggest for improvements to the business structure and co-ordination?The fundamental debate with regards corporate-level strategy is whether corporations are, and should be, run as federations of autonomous business units or as highly integrated organizations. Some authors argue that corporate strategists should view themselves as investors, with financial stakes in a portfolio of business units. Each business unit should be judged on its merits and given a large measure of autonomy, to be optimally responsive to the specific conditions in its industry. However, other authors are at odds with this view, pointing to the enormous potential for synergy that is left untapped. They argue that corporations should be tightly knit groupings of closely related business units that share resources and align their strategies with one another. Discuss in the context of the Portfolio Organisation versus the Integrated Organisation Perspective.
- In the organisational context, the key strategic issues have to do with the question of whether the organisational circumstances largely determine the strategy process and strategy content followed, or whether the strategist has a significant amount of control over the course of action adopted. Who should trigger the required strategic changes? Who should initiate adaptations to the firm’s business model and who should take steps to reshape the organisational system? Typically, strategizing managers have some role to play in all developments in the organisational context, but the question is what role? Discuss in the context of the Organisational Leadership versus the Organisational Dynamics Perspective. with referancesIn the organisational context, the key strategic issues have to do with the question of whether the organisational circumstances largely determine the strategy process and strategy content followed, or whether the strategist has a significant amount of control over the course of action adopted. Who should trigger the required strategic changes? Who should initiate adaptations to the firm’s business model and who should take steps to reshape the organisational system? Typically, strategizing managers have some role to play in all developments in the organisational context, but the question is what role? Discuss in the context of the Organisational Leadership versus the Organisational Dynamics Perspective.Magnet is an online and in-store Corporation that sells a wide variety of products fromfashionable clothing for all members of the family, electronics and your everyday essential needssuch as toiletries and cleaning supplies. Customers can choose contactless pickup or deliveryservices which makes life easier for customers during this pandemic. Behind every wildlysuccessful corporation is a strong organsational structure. Magnet has an extensive organisationalstructure that helps them provide the amazing products they do at even better prices. Magnet’sorganisational structure begins with the CEO, Marsha Samms. From there it breaks down intofive different departments each having a manager. The departments are finance, distribution,stores, marketing and human resource. After the CEO, Marsha Samms there is an Executive VicePresident, Derrick Johnson.After that point Magnet is broken down into four regions throughout the Caribbean. Each regionhas a regional manager that is in charge of the…
- Using Apple as a case study (read Podolny and Hansen, 2020), critically discuss how contemporary firms have organised themselves to support their strategy, focusing on innovation in an era of globalisation. Your discussion should show evidence of your understanding of organisational structural designs, the role of innovation in firm performance and competitive advantage and the linkages between organisational structure and innovation.Distinguish between the amoral, the survival and the reactive mode modes of managing ethics and the implications of each on organisation growth. Introduction A clear example from the extract The modes of ethics management exhibited by an organisation Implications to organisational growth ConclusionFollowing a benchmark exercise, the CEO of B company, a food manufacturer, decided that several changes were required in order to maintain competitiveness. These included; - A change in structure in order to improve the focus on particular products and customers – Tighter control of costs – The introduction of a more entrepreneurial culture Having decide that these changes were necessary, the CEO e-mailed all heads of departments indicating that the following few months, the company would move from functional structure to a divisional structure. Existing functional heads would be interviewed for senior posts in the newly – created divisions in open competition with other applicants. The job specifications for the new divisional heads included requirements that the new heads would drive the changes, including a rapid transition to a more entrepreneurial culture and the implementation of new control mechanisms to contain costs. The CEO delegated the change program implementation…
