Discussion Questions Week 4 1. Why do organizational structures differ? What is the difference between a mechanistic structure and an organic structure? Which structure would be most appropriate for an innovative organization like Apple or 3M? What about an organization that focuses on cost-minimization like Wal-Mart? Organizational structures differ because of the different strategies‚ organizational size‚ technology‚ and environment. Consider the mechanistic model and the organic
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What is an organisational structure? Organisational structure refers to the levels of management and division of responsibilities within a business‚ which could be presented in an organisational chart. For simpler businesses in which the owner employs only himself‚ there is no need for an organisational structure. However‚ if the business expands and employs other people‚ an organisational structure is needed. Any operating organization should have its own structure in order to operate efficiently
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archetypes that were products of the work of Henry Mintzberg‚ a renowned management theorist. Henry Mintzberg graduated from McGill University and has written 15 books and about 150 articles all dealing with organizational structure. According to him‚ an organization ’s structure comes from its strategy‚ the environmental forces it experiences‚ and the way the organization itself is built. When all of these work well together the organization will be successful‚ but if they do not interplay nicely
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Why do you think our school is good for your future plans andpurposes? A simple bridge truss was the first structure I ever analyzed . The simplecombination of beams that could hold cars‚ trains‚ and trucks over long spansof water fascinated me . Having the tools to analyze the loads on the trussfurther increased my interest in structures . I encountered the bridge in atextbook for my first engineering class . Knowing that the professor‚ Mr . John Doe‚ was a tough teacher‚ I asked himfor th
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from most companies as they operate in a normal-sized‚ clean office space. People can dress up according to their status; workers in their workers’ outfit and managers in suit and tie. 4. Organizational Structure The structure at A.G. Barr is an informal and at the same time hierarchical structure; especially the hierarchical difference between the workers
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Bureaucracy A form of structure to be fond in many large-scale organisations is bureaucracy. Its importance in the development of organisation theory means that it is often regarded as a sub-division under the classical heading. * Main characteristics of Bureaucracy: Weber did not actually define Bureaucracy but did attempt to identify the main characteristics of this type of organisation: * The tasks of the organisation are allocated as official duties among the various positions. * There
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Demography - The study of statistics such as births‚ deaths‚ income‚ or the incidence of disease‚ which illustrate the change structure of human. Economies of scale - reduction in the cost per unit resulting from increased production‚ realized through operational efficiencies. Economies of scale can be accomplished because as production increases‚ the cost of producing each additional unit falls. Effectiveness - Power to be effective; the quality of being able to bring about an effect. Efficiency
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Activities: In the Organization‚ there is a co ordination of closely relevant activities of the members. The co ordination is necessary because all the members contribute to commonly agreed goals. Structure: The coordination of human activities requires a structure where in various individuals are fitted. The structures provide for power centers which co ordinates & control concerted efforts of the organization & direct them towards its goals. It
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Nature and structure of Inkwell Limited Inkjet supplies a complete range of re-manufactured Inkjet and toner cartridges that are compatible with all major printers. The company has a head office in Birmingham‚ where its management and accounts team are both located. It sells its products through a nationwide chain of high street shops or from their 24/7 online shop. The company was formed seven years ago by two of the three controlling shareholders The current shareholding percentages
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direction-officeheads did not understand the purpose of new strategic plans‚ they were confused with their roles and responsibilities(overcommitted and uncertainty) * Loss of corporate direction los of corporate control. * Inappropriate organisational structure and control system. | * Rapid growth and expansion- They needed to work rapidly and accurately‚ any delay could lead to corrupted data. * Data challenge-Complexity of the internet clouds and data privacy laws. * Demand for both digital forensics
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