have? (Think in terms of the six organizational design elements.) Have students break into groups and discuss how the advantages and disadvantages of using a network organizational structure from the perspective of: • Work Specialization • Departmentalization • Chain Of Command • Span Of Control • Centralization And Decentralization • Formalization Some groups may be assigned more than one design element. For more information on Pfizer’s new structure‚ go to the web 3. Do you think this arrangement
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Starbucks case study 3 Q1. What type of departmentalization are being used? Explain your choices. Ans. Types of departmentalization being used are : a. Retail Expert b. Administrative c. Manufacturing d. Sales & Marketing Q2. Do you think it’s a good idea to have a president for the US division and for the international divisions? What are the advantages of such an arrangement? Disadvantages? Ans. Yes‚ it will be good idea to have a president for US division and international
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Executive Summary In March 2014‚ my friends and I is interested in the development of a luxury hotel‚ planned to be operated by a well renowned hotel brand‚ a feasibility study was commissioned to be made. The purpose of this paper is to investigate the opportunities and risks of operating a high class hotel at the designated location. In order to determine whether a feasible operation of such an establishment is possible‚ the various key factors of competitive business in this particular market
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method of data collection and analysis Literature Review Findings/Interpretations reported in the article This article clearly defined and described the key six elements of the organisational structure in a school i.e. using job specialization‚ departmentalization‚ delegation‚ and decentralization‚ span of control‚ and line and staff positions and how it is essential for operations in school. It also further evaluates the boon and banes of every element as well as highlighting the process/factors to be
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Centralized/Decentralized? Formal/Informal? Functional Specialization or Cross-functional interaction? Control/Autonomy? Rigid or flexible? Communication top-down or bottom-up????? Pg 223 (Galbraith‚ 1995) – Shape‚ Specialization‚ Distribution of power‚ and departmentalization How has Sony’s structure evolved? Larry Griener‚ 1972. Work on organisational life cycle Mintzberg‚ 1979. What type of structure is Sony? Pg. 226-246 Simple; informal‚ direct supervision‚ strategies determined at
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ANALISA SOALAN PEPERIKSAAN APRIL 2008 – APRIL 2010 PRINCIPLES & PRACTICE OF MANAGEMENT (MGT420) CHAPTER 1: INTRODUCTION TO MANAGEMENT APRIL 2010 a) Describe Mintzberg’s interpersonal roles and give examples. (10 marks) b) Discuss four (4) challenges faced by managers in the rapid changing environment. (10 marks) OCTOBER 2009 - APRIL 2009 a) Distinguish among the three levels of managers in terms of the skills required and activities involved. (14 marks) b)
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Ford and Detroit Electric are both car companies. The major difference is that Ford manufactures cars whereas Detroit Electric does not. Ford’s organizational structure will most likely resemble other manufacturers’ structure‚ i.e. functional departmentalization. A major disadvantage of this structure is that because specialists are working with and encouraging each other in their areas of expertise and interest‚ organizational goals may be sacrificed in favor of departmental goals; hence‚ the inability
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workforce to operate. As Americans are living longer the American Heart Association has taken on the challenge to increase the quality of life through promoting heart health and stroke prevention. It takes on a quintessential “Functional” Departmentalization Structure which means that the AHA is set up to be very efficient in terms of putting people together with shared skill sets and specialties‚ but can also hamper communication for the same reasons. When you have specialists together‚ more than
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Management is a process of giving an order to the activities of planning‚ organizing‚ actuating and controlling‚ performed to determine and accomplish stated objectives with the use of human beings and other resources. It is an activity that converts disorganized human and physical resources into useful and effective results. It is most challenging‚ comprehensive‚ demanding‚ crucial and subtle of all human activities. Every type of human organization needs the process of management. All of us
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story is: is better to make one thing well done than a lot of it but with less quality. ii. Which one of the adaptive strategies is more applicable to Nokia? Nokia is a mechanistic organization‚ because it has high job specialization‚ rigid departmentalization‚ many layers of management and narrow spans of control‚ centralized decision making‚ long chain of command and tall organizational structure. So‚ its size of organization is big. Nokia’s strategy is a firm overall one. b. Explain the sources
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