Decentralization

This part explains the centralized policies with focus on the state capacities, which is the vital factor of developmental states model, and emphasizes on implications of the centralization for resource-rich developmental states. The initial stage of the extractive industry demands the centralization in which the government exerts the strong state capacities, such as abilities to autonomously have its policy ownership (e.g. design and implement industrial policies), to efficiently mobilize resources

preventing a sustainable competitive advantage. However, decentralization is not a new concept and was certainly not developed by Cervus. The true value lies in Cervus’ ability to implement and execute the concept, which involves far more than simply imitating a model or a process. Would-be imitators must also invest the time necessary to develop the experience and capability to implement the model effectively. Thus, Cervus’ decentralization capabilities are actually quite difficult to imitate as

Contrary to common wisdom, the absence of traditional leadership does not necessarily lead to chaos. In fact, powerful groups seem to emerge filling the vacuum and changing the landscape of industry and society. Decentralization has changes the rules of the game. What once was considered weakness due to lack of structure and defined leadership and organization, has become a major force to reckon with, often dealing major blows and defeating traditional centralized organization. Brafman and Beckstrom

Organization Structure and Design “Organizational structure and design help companies to understand themselves and ideally to work together to accomplish all the tasks and achieve all the goals of an organization” Organizational Structure “The formal framework by which jobs tasks are divided, grouped, and coordinated” Organizational structure is the skeleton of an organization. The organization structure of Mobilink represent well-organized system of control of operations and have very efficient

its support departments and divisions one way or the other. An organizational structure is the outline of a company’s framework and guidelines for managing business operations. An organization 's structure and its degree of centralization or decentralization depend on a number of factors, including the size of the organization and its geographic dispersion. In a very large and diversified organization, it is unlikely that a handful of people will possess all the resources to achieve all goals and

For traditional organization structures, departmentalization means that “how to group work positions into formal teams or departments that are linked together in a coordinated way” (Victoria management school, 2010, p. 272). These decisions have three types of organizational structure: functional, divisional, matrix and hybrid structures. The definition of functional structure is that making the groups which get the people who have the similar skills together for the similar tasks (Schermerhorn,

AIR CANADA Introduction: Air Canada was founded in 1937, it was privatized in 1989. After facing net losses from 1990-1993, entered into profits in 1994. It was a founding member of star alliance in 1997, which has 27 partners headquartered in Montreal. Air Canada’s mission was to connect Canada and the world. For this it followed an international growth strategy. Making partnerships with Lufthansa and united/continental, helped its growth strategy and connection mission. To reach the goals it

focused vision on one common goal and Reduction in conflict. A Few drawbacks of a centralized organization include, No secrecy because all ideas and decisions are conveyed to all, No special attention and Delay in work. Advantages associated with Decentralization are; Huge relief is provided off the top managers, Greater use is made of employees skills and Decision making is left up to educational and well informed people. “ The structures of governance now in place represent the old order. In essence

Key Resources & Capabilities Philips Philips has thrived on its technological prowess, which is a result of their strong focus on research and development. Specifically, Philips maintains a product-focused strategy and their highly decentralized National Organizations allow them to adapt to different market conditions globally. Human capital has historically been a key resource for the company, as they focused on caring for their workers and coordinating business efforts in a cross-functional environment

Advantages and Disadvantages of Decentralization In an organization, centralized way of making a decision entails less autonomy to everyone except the central leadership. In contrast, decentralization involves delegation of responsibility and the associated decision-making powers across various levels in the organization. Let us discover the pros and cons of this concept. A central command structure derives from an autocratic style of management. Autocracy is not necessarily an intention and could