explain the importance of organizing and evaluate the fundamental factors to consider when determining the best span of management for operating leaders at the Coca-Cola Co.
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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 fundamental
factors to consider when determining the best span of management for operating leaders at the
Coca-Cola Co.
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- One good thing about the Principles of Management is that it helps understand therelationship between human and material resources in achieving organisational goals.Which feature of the Principles of Management is described in the above statement?a. Behaviouralb. Cause and effect relationshipsc. Use of resources and effective administrationd. None of the aboveDescribe the any big organisation and its location as well as current product lines. 2. Draw the existing organization structure. 3. Design a new structure for the planned expansion in 2023. 4. What type of organization structure are you proposing for 2023 and why? Explain its strengths and weaknesses.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.
- Following 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…Describe the any organisation and its location as well as current product lines. 2. Draw the existing organization structure. 3. Design a new structure for the planned expansion in 2023. 4. What type of organization structure are you proposing for 2023 and why? Explain its strengths and weaknesses.The Internet has created new ways to do business for organizations with much less capital planning as opposed to the high capital needs of traditional brick and mortar organizations. Based on this, answer the following questions: How should management and leadership address each type of business? Describe the organizational structure of 1 traditional and 1 online retailer, identifying a management or leadership challenge for each type of retailer. Are the challenges basically the same or different? In what ways are they the same, or how are they different?
- 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?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."When it comes to executing a large operational change in an organization, a chosen management style has a bigger impact than the cultural match." Do you agree or disagree with this statement? Define key terms and how are the key terms connected? What are the pros and cons? Any theory/model that explains this statement? A example of it.
- Discuss Kentucky Fried Chicken organisation's structure and the potential benefits and disadvantages it brings for the business. (600 words)At a recent board meeting, the directors expressed their concerns over the company’s current organisational structure. It was described as “not being fit for purpose”. As an experienced manager, who has led “change management projects” in the past, you have been approached to provide your advice. Explain the advice you would provide and, in yourresponse, discuss the factors which typically indicate the need for organisational change at a multi-national enterprise3. Discuss the changing internal environment at the Body Shop (associated with growth) and the consequences and challenges for organization design; in particular, comment on the dual challenge of, on the one hand making an organization more efficient (integrated) and on the other, making it more creative (different). 4. Critically evaluate and propose which organizational model (Chandler, Greiner, and Mintzberg) would allow the Body Shop to avoid hierarchy and remain creative. 5. Decide on the most applicable management style (strategic planning, financial control, strategic control) that will allow the headquarters of the Body Shop to add value to its business units.