The Process of Fred Meyer’s Organizational Structure Selection Introduction According to Bateman and Snell‚ “Two fundamental concepts around which organizations are structured are differentiation and integration” (2011‚ pg. 227). Differentiation refers to the different units that work on different kinds of tasks with the use of different skills and work methods in an organization. These differentiated units are combinedand coordinated into an overallproduct for
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based on its size‚ its technology and its environmental requirements. (para.2) Borgatti includes degrees and types of horizontal and vertical differentiation‚ control and coordination mechanisms‚ formalization and centralization of power as determinants of organizational structure. (para.1) Peguin (2003) supports Borgatti when commenting on horizontal and vertical differentiation by describing the
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and shown in a vertical and/or horizontal dimension (Fisher‚ 2013). Vertical dimension shows the upward and downward channels of communication‚ decision making‚ and direction of activities. The vertical dimension shows the chain of command (Fisher‚ 2013). In that the vertical dimension shows the chain of command‚ it lets everyone know that the three doctors are the ones in charge of this new venture. This new venture would probably also want to maintain legal and
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management and termination are all a small part of it. According to the case information above and based on Porter’s classification‚ the business strategy of Hartely electronic Ltd is very likely fellow the “focus” type‚ which relies upon either differentiation or low-cost leadership to supply a product or service to niche market on different area of business. Thomason concludes that different HR strategies were necessary for different circumstances and server different business strategies and he further
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V. Analysis A. Vertical displacemen t= (1/2) x (Vertical Acceleration) x (Time)2 0.92m = (1/2) x (9.8m/s2) x (Time)2 Time = ((2 x 0.92m)/(9.8m/s2))1/2 = 0.43s Horizontal displacement = (Initial horizontal velocity) x (Time) 0.43m = (Initial horizontal velocity) x (0.43s) Initial horizontal velocity = Initial velocity = (0.43m/0.43s) = 1.0m/s Initial Momentum = (Mass) x (Initial Velocity) P0 = (0.008kg) x (1.0m/s) = 0.008kgm/s Time =((2 x Displacement)/(Acceleration))1/2
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of the strategic benefits and risks of expanding a firm’s horizontal scope through mergers and acquisitions. 4. Learn the advantages and disadvantages of extending the firm’s scope of operations via vertical integration. 5. Become aware of the conditions that favor farming out certain value chain activities to outside parties. 6. Understand when and how strategic alliances can substitute for horizontal mergers and acquisitions or vertical integration and how they can facilitate outsourcing. 6–2
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How formalized is the organization? Provide examples of formal rules and procedures‚ and indicate whether they are always followed. In an organization‚ formalization refers to the extent to which employee behavior is steered by rules and regulations that govern the organization and the degree to which these rules and regulations are standardized within the organization. It is usually an essential part of large organizations in order to ensure that their complex structures are working effectively
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skills‚ values and orientations. Organizational structure The organizational structure has three dimensions: vertical differentiation‚ horizontal differentiation and the integrating mechanisms. Each dimension will be explained below. Vertical differentiation The vertical differentiation indicated the location of decision making responsibilities within a structure. The vertical differentiation has two types of arguments: centralization and decentralization. There are four main arguments for centralization
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Chapter 9: Organizational Structure and Design 9.1 Designing Organizational Structure Discuss the traditional and contemporary views of work specialization‚ chain of command‚ and span of control. Describe each of the five forms of departmentalization. Differentiate authority‚ responsibility and unity of command. Explain how centralization/decentralization and formalization are used in organizational design. Work specialization: dividing work activities into separate job task whereby individual
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barriers through inconsistencies in management style and rule implementation. All three symptoms of structural deficiency are present at Littleton. There is delay and lack of quality in decision making. Information linkages in either the vertical or horizontal direction may be inadequate to ensure decision quality (Daft‚ 120). The
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