1. Assume that you’ve just started working for a company that does not have an organizational chart that show reporting relationships. How would you go about determining to whom your boss reports and where your department fits in the overall organizational structure?
First, I would determine if I was in a mechanistic model or organic model of organizational structure. If I belonged to a mechanistic organization, I would determine if my department had a supervisor or manager or both. If a supervisor, then who is the manager he or she reports to. I would probably have to figure most of this by word of mouth and observation. With that information, I would determine if my departmental manager has a divisional Vice Present to report to or if he
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My past company sold spinal bone stimulation devices for use after spinal fusion surgery. We sold one for the cervical section of the spine and another for the lumbar. The company did not divide departments based on cervical or lumbar devices. The functions of the company were grouped together to serve both similar product lines. By doing this, the company kept costs down not having to hire additional people to work on each of the product lines since the products only difference was the area of the spine for which it was indicated. However, what suffered was the cervical stimulator. Not much effort was put into its clinical data. The marketing and sales departments did not do much to help the sales staff in marketing the cervical stim and put our very little marketing collateral. It was assumed the cervical stimulator would be a huge success like the lumbar stimulator was and not much effort was put into its …show more content…
If I were a subordinate in the functional department of accounting, I would hope my manager was an accountant that had more experience than I did. For a product department, the manager would not need to know many skills and aspects that pertain to the products being produced unlike the functional department manager. Both functional and product department managers should be good at emphasizing the organization’s goals to subordinates so that the vision is not lost due to functional department’s culture and interest in achieving its own goals or the product departments vision of achieving the goals for the product it oversees. Great functional and products departmental manager would be able to create union between his or her department and other departments in the organization so that subordinates feel they are sharing the vision of obtaining the organization’s goals not only for their department but for the company as a
Align Technology were faced with making channel decisions in order to please shareholders who were displeased about the 2001 third-quarter sales figure. The company now needs a plan to sustain sufficient revenues to support future cost growth (Exhibit 1 from Invisalign: Orthodontics Unwired). In addition, executives of Align wanted a report on the causes of low conversion of customers and the options available to increase conversion rates of the Invisalign system.
Departmentalization base is the big plan by which jobs are grouped into units.in facts few organization show only one departmentalization base. The most common bases are function, product, location, and customer. The decision to use many bases is usually based on the specific needs of the corporation and on the strong
Chapter 10 was a good read, the role organizational structure plays within an organization of all sizes is very important. The stories and organizational charts used in this chapter was interesting and informative. I like how the author used the organizational structure for U.S. Metropolitan Police Department, Washington D.C. to show readers the importance of organizational structure when it comes to following commands within a major organization that deals with homeland security. Following, September 11, 2011 terrorist attack, homeland security and MPD was forced to make changes in the organizational structural. Because the order of communication between the national security and the police department wasn’t communicated inefficiently between
Question 1: Using NJIT as an example, explain how its organizational structure influences how work is organized, how people and groups communicate, and how decisions are made?
For Tesco they have a lot of different departments within the business. To make sure that everyone knows the role that they have they make different charts. The main one is an organisation chart that shows who is in control of who and which departments have authority. Here is a chart that Tesco would use:
Chain of Command – This establishes the level of authority from the bottom to the top within the organization and the level of authority each managerial position will hold. Additionally, the chain of command will outline the reporting process.
Augustine Medical, Inc. should decide on the price of their product then make all the information available to hospitals and distributor organizations. The company should then attend as many medical trade shows as possible to increase the visibility of their product by providing demonstrations to prospective buyers. To obtain first mover advantage it is important that Augustine Medical, Inc. puts together a sales force to prospect and qualify potential buyers. The sales force should proceed by using direct selling tactics as well as guerilla marketing tactics to effectively penetrate the market. Because the Bair Hugger will be priced lower than our direct competitor’s products it is important that Augustine Medical, Inc. stays focused on it objective to increase sales volume and capture large portion of the market share in the early stages. Building a portfolio of current buyers, and potential buyers will secure the company’s profitability in the long run because of brand loyalty and brand recognition. The implementation process should be completed within a 3-4 month period.
In the image below you see the organizational chart that depicts the department and its separate divisions, as well as who is in charge of what department, and what personnel. It is plainly obvious that the chief is in charge of only the administrative personnel, and the deputy chief, as well, as the volunteers. The chief answers directly to the city manager, the deputy chief answers directly to the chief.
This would pull the company together strengthening it in the face of incoming competition while keeping all its existing structure and value system intact. Rather than take away responsibility from the employees, the functional specialists together with the functional operators’ level would introduce dynamic measures of collecting and coordinating operations across the whole company and thus, not only giving direction but keeping everybody well informed about market conditions/trends and company focussed and prepared for future changes. Teams will then be able to take better decisions in view of the overall company’s short and long- run strategy. Knowing that the company is stable and well prepared for future contingencies boosts the employees’ and shareholders’ confidence.
Its functional structure is organized with many executive vice presidents reporting to the CEO and additional functions representing a major component of the Target value chain such as a store, design, manufacturing, sales and marketing, logistics, and customer service. Each functional unit is supervised by a functional chain of command that focuses on their area of responsibility. This way CEO provides direction and ensures that the activities of the functional managers are coordinated and integrated across Target
Moreover, the functional manager should be a subject matter expert and he should have the skill to manage the work in an efficient way as well as the process improvement responsibilities should also be handled by the functional manager.
Staffers report to a functional manager who can help with skills and help prioritize and review work, and to a product line manager who sets direction on product offerings by the company. This structure has some advantages such as resources can be used efficiently, since experts and equipment can be shared across projects. Products and projects are formally coordinated across functional departments. Information flows both across and up through the organization. Employees are in contact with many people, which helps with sharing of information and can speed the decision
function, managers need to analyse how activities and resources are to be grouped and carry out plans successfully (Bartol 2007). A manager have to understand their ability to manage the lower level employee which is the most valuable of the company as they are the key of output and implement in the planning. Then manager will coordinate the jobs between authority and responsibility that is to define the role position of them (MSG 2012).
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
Understanding the structure of an organization plays a vital role in laying the blueprint for how a company will be managed and organized. It provides a well-defined framework that outlines the roles and responsibilities of each employee in a particular company. It shows how each employee interacts and works one another in achieving the goals of a company. In other words, organizational structure is a reflection of the working relationships that govern the workflow of the company. It has a profound effect on a company’s structural dimensions, which includes formalization, specialization, hierarchy and centralization.