A Brief Analysis Of The Structure And Design Of Typerite Ltd.
1252 Words6 Pages
Typrite is a relatively small family owned private limited company based in Warrenpoint, Co. Down. It was established in 1985 and is involved in the manufacturing and distribution of a large range of printing consumables i.e. ink cartridges, laser toner cartridges, thermal transfer fax rolls etc. It sells mainly to businesses, although it does sell directly to the public at it’s manufacturing plant in Warrenpoint. In 2008 Typerite exports it’s products to 33 countries across the world.
In the 90’s Typerite employed over 100 staff as the work involved in the manufacturing process was manual in nature and very labour intensive. Now due to technological advances in the area they employ 30 members of staff. Members of staff include; Gary Barlow who is the owner and acts as Managing Director, his wife and co-owner Florence Barlow who is Company Secretary, their daughter Cathy Gamble who deals with Sales and Marketing of the company, Fiona Boyle who is Office Manager, Jim Coglan who is Purchasing Manager and Tracey Tsang who is Marketing Executive. The reminder of staff are Production supervisors and Production staff.
For the purpose of this assignment I will examine and evaluate the structure and design of Typerite Ltd.
Typrite as well as any organisation is composed of certain parts or departments i.e. Sales and Marketing Department, Administration Department, Purchasing Department and the Production Department. These groupings can be described as the division of work, according to specialisation, the use of the same set of resources, or the shared expertise of members of staff as described in (Mullins). These parts are interdependent on each other and therefore some sort of co-operation is needed for the organisation to exist and function as a whole. For this there needs to be some sort of deliberate structural system. Structure allows the different functions and processes to be clearly allocated to different departments and employees.
“Structure is the pattern of relationships among positions in the organisations and among members of the organisation. Structure makes possible the application of the process of management and creates a framework of order and command through which the activities of the organisation can be planned, organised, directed and controlled.” (Mullins)
Organisations are structured in a variety of ways, depending on many aspects including their size, objectives, culture and management style. It is important to look at these aspects as these influence the design and the structure of the business.