The Case Study of Siemens
The case study of Siemens’simple structure－not
Question 1
Based on the case’s description, Siemens has a long history. It means that it took for a long time to form the current structure. It is truly global company offering a portfolio of technological solutions in the areas of water, energy, environment, healthcare, productivity, mobility, safe and security. The changing is a big revolution which involves the many departments. The issue of departmentalization is a key consideration in any restructure of an organization. The overall objectives are divided into the specific assignments. The general task cannot be done without the any departments. Another key issue is how to integrate the activities and relationships between various departments. It is associated with the rights, obligations and interests of many parties. Therefore, the changing will confront the hostility and barriers
Question 2
The factor is that Kleinfeld is a pioneer of restructuring the organization all over the world. He begins to dismiss some department and weigh up the interest. In initial stage, it is natural that Kleinfeld face the more problem and barriers from the overall the world. The solution also differs from the various countries. Therefore, Kleinfeld must spend a long time on understanding and negotiating the situation. In contrast with Loscher’s situation, the Loscher sell off the firm’s underperforming 10-billion-euro car parts unit, VOD. This decision make a big difference, which means the Siemens avoid downsizing and restructure the unit’s operations. The first step in the conflict process is the appearance of conditions that ceate opportunities for conflict to arise. Then the potential for opposition or incompatibility becomes actualized. The stage three is that both sides begin to compete, collaborating, compromising. Kleinfeld exactly are in first two stage. Therefore Loscher’s restricting decisions have generated less controversy than did Kleinfed’s.
Question 3
It is
Question 1
Based on the case’s description, Siemens has a long history. It means that it took for a long time to form the current structure. It is truly global company offering a portfolio of technological solutions in the areas of water, energy, environment, healthcare, productivity, mobility, safe and security. The changing is a big revolution which involves the many departments. The issue of departmentalization is a key consideration in any restructure of an organization. The overall objectives are divided into the specific assignments. The general task cannot be done without the any departments. Another key issue is how to integrate the activities and relationships between various departments. It is associated with the rights, obligations and interests of many parties. Therefore, the changing will confront the hostility and barriers
Question 2
The factor is that Kleinfeld is a pioneer of restructuring the organization all over the world. He begins to dismiss some department and weigh up the interest. In initial stage, it is natural that Kleinfeld face the more problem and barriers from the overall the world. The solution also differs from the various countries. Therefore, Kleinfeld must spend a long time on understanding and negotiating the situation. In contrast with Loscher’s situation, the Loscher sell off the firm’s underperforming 10-billion-euro car parts unit, VOD. This decision make a big difference, which means the Siemens avoid downsizing and restructure the unit’s operations. The first step in the conflict process is the appearance of conditions that ceate opportunities for conflict to arise. Then the potential for opposition or incompatibility becomes actualized. The stage three is that both sides begin to compete, collaborating, compromising. Kleinfeld exactly are in first two stage. Therefore Loscher’s restricting decisions have generated less controversy than did Kleinfed’s.
Question 3
It is