culturally or territorial differences. The recent downturn in the economy‚ increasing competition‚ and other factors prompts the question: should Starbucks change its structure and if so which structure would fit best. The answer: Yes and Product departmentalization structure (Reilly and Back‚ 2011). Just as important as the structure of the company is the quality its employees and baristas is where the rubber meets the road. Job Description: Besides manager who keep stores running smoothly‚ baristas
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Citigroup ’s Industry Analysis 1. High Rivalry among Banking Companies The competition in banking industry is very high. There are many banks around the world. Although Citibank is the second largest financial services firm‚ the slow growth rate still affects it. Moreover‚ banking industry hardly has differentiation strategy. Whenever one bank comes out with our new product or service‚ it can not stand for long period as other banks will follow its products and services. In addition‚ customers
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center for victims of domestic abuse‚ I can say that this will be a tough decision to make. All four structures‚ departmentalization‚ matrix organizations‚ project team‚ and collegial model have their pros and cons. Since domestic abuse does not discriminate on age‚ gender or race‚ we have to choose wisely on how we will run our organization. Here are my findings: • Departmentalization: o Pros: If a client needs legal services‚ they would just go straight to the legal department. This saves time
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Cedar Georgevich 1) The management of Jet Blue accomplished being both effective and efficient utilizing a flat organizational structure. Unlike a typical expanding business‚ Jet Blue maintained a small business feel and did not develop numerous layers of management that characterizes a tall structure. Neeleman remained the one and only chief and CEO while his initial partners expanded on their positions and managed the associates. Neeleman and his partners made all vital decisions from the start
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Table of Contents Executive Summary: 3 Company overview: 4 Company Analysis Before Bankruptcy (2009): 4 SWOT Analysis: 4 Porter’s Five Forces Analysis: 4 Organizational Structure and Design: 4 GM Culture: 6 GM Goals and Plans: 7 GM Motivational Tactics: 7 Restructuring: 8 Company Analysis After Bankruptcy (2009): 9 SWOT Analysis: 9 Porter’s Five Forces Analysis: 9 Organizational Structure and Design: 9 GM Culture: 10 GM Goals and Plans: 11 GM Motivational Tactics:
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January 2008] Bournemouth University (n.d.) Brand Positioning [Online] available from [19 February 2008] CitiBank (2008) About Us [online] available from [28 January 2008] Citibank (2008) CitiBusiness Card [online] available from [28 January 2008] CitiBank (n.d.) Citibank Business/Corporate Gold Card Application Form [online] available from [9 February 2008] Citibank Singapore Ltd (2008) Citibank Rewards 2007/2008 [online] available from [11 February] N Ravindran (2008) The Lure of Plastic Gold and
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dealer in US Treasury securities.1 In Asia Citibank started their services in India‚ Philippines and Hong Kong in 1902. At present they are performing their services in 11 Asian countries. Citibank’s mission in the Asia Pacific region was to be the most profitable provider of a wide array of financial services to an increasingly affluent and middle-income market‚ and to reach the rapidly growing middle-income households in this region.2 Objective: Citibank believes expanding their credit card business
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(Robbins & Judge‚ p. 488.) There are six basic elements that support the proper design for organizational structure: work specialization‚ departmentalization‚ chain of command‚ span of control‚ centralization and decentralization‚ and formalization. Work specialization refers to the degree to which one activity is divided in to multiple jobs. Departmentalization is the strategic gathering of different jobs into groups. The line of authority to which lower level employees must report is the chain of
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organization. An organizational structure defines how job tasks are formally divided‚ grouped‚ and coordinated. There are six key elements that managers need to address when they design their organization’s structures. These are work specialization‚ departmentalization‚ chain of command‚ span of control‚ centralization and decentralization‚ and formalization. Ford demonstrated that work can be performed more efficiently if employees are allowed to specialize. Today we use the terms work specialization‚ or
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design to be used in KK Spa is mechanistic structure. Mechanistic structure refers to the division of jobs that are ‘precisely defined’ (Connor‚ McFadden & McLean‚ ND). Mechanistic structure is characterized by high work specialization‚ rigid departmentalization‚ clear chain of command‚ narrow spans of control‚ centralization and high formalization. The staffs in different departments are given different tasks and department goal rather than organization goal and know little about the overall operation
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