...Assignment: Job Fair Brochure Bus/210 John Chandler 04/14/2012 Katurah Allen This discussion will describe the structure, business model, and culture of a selected business. There will be a justification for why each element was selected, and an explanation of how each choice of elements will impact the chosen business. A business model is like any other model; it represents and summarizes how whole businesses do business. The business model explains, in summary, the fundamental nature of the business and how the business makes money, without having to share complexities of strategies,” processes, units, rules, hierarchies, workflows, and systems” (Business Model Designs and Innovation, 2005, p.1). For example, the business that I choose is a Geriatric Health Club and Daycare. The company makes money by offering wellness and exercise services to senior citizens all over the Merrillville community; for a reasonable amount of money. The fundamental nature of the club is to encourage the elderly, ages 55 and older, to continue to live a healthier and active life, by offering leisure activities, social interaction with their peers, nutrition education, and exercise (Business Model Designs, and Innovation, 2005). The business model was chosen because research, indicates that “High-intensity resistance exercise training is a feasible and effective means of counteracting muscle weakness and physical frailty in very elderly people. In contrast, multi nutrient supplement...
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...MANUFACTURING BUSINESS UNIT IN BRAZIL. Hofstede defined national culture as the set of collaborative beliefs and values that differentiate people of one nationality from those of another. (Vance and Paik, 2006). This essay is going to state the cultural differences between Denmark and Brazil that will need to be taken into consideration before setting up a new business unit and also assess the possible management models that may be suitable in the context. DANISH CULTURE. * The welfare system in Denmark is immense and is financed by one of the highest taxation levels in the world. * Denmark has also started to pay increasing attention to corporate social r responsibility (CSR) and in doing so is following the example set by other European countries. * Danes take punctuality for business meetings very seriously and expect that you will do likewise. * Business structures tend to be very flat in Denmark. * Informality is typical in business. * There are no strict hierarchies between employees and management BRAZILIAN CULTURE. * When greeting in Brazil the use of First names is common, but titles are also important. * The conservative European dressing code is the norm for all meetings in the big cities. * Punctuality may be an issue in Brazil, but you should not take lateness as a sign of rudeness or laziness. * Relationships in Brazil are important. * Clear and distinct hierarchical structures. ...
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...organizational control, structure and culture. Learning Objectives * Understand how organizational design requires the right combination of structure, control, and culture. * Discuss how effective organizational design enables company to increase product differentiation, reduce costs, & build competitive advantage. * Explain importance of flat hierarchy & factors determining centralization/decentralization * Explain advantages of functional structure & why/when necessary to move to more complex structure. * Differentiate between complex forms of structure used for specific business-level strategies. - What comes first strategy or structure? During the 60s and 70s the strategy should follow your structure. The debate continues. Look at it based on the industry characteristics and the type of organization you are in. In the 90s researches argued that your structure should follow your strategy. As the strategy is more comprehensive than the structure, then structure should follow the strategy. The business environment is independent and the company is the dependent. Then we should follow the business environment. When we do the strategy, we examine the macro business environment the micro business environment the competitors analysis and understand the industry characteristics. Then we have to follow the market trend. - Structure: Organizations...
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...organizations can define many different areas of their organizational structure. The Starbucks Corporation has become a well-known globally successful company. In analyzing the application of the organizational behaviors of communication, culture, and decision making, we can determine how these concepts have made this corporation successful. Organizational Communication Communication in the Starbucks organization is exceptionally successful. In order to appear transparent as an organization, provide sound direction of communication, maintain solid channels of communication, and still the rumor-mill; Starbucks has taken immense strides in concentrating on this aspect of its organizational behavior. Although Starbucks goes to no great lengths to define or list their organizational structure (Hawks, Kembell, Kembell, Olsen, & Perry, 2002), Recent changes in the organization define the organization as a matrix structure (Shultz, 2008). These changes in the organization, done to improve the customer experience, helped define the communication directions used by the organization. George and Jones (2005), state that the matrix organizational structure is a very effective way to take full advantage of all communication channels. Whether the organization wishes to label the organizational structure or not, the structure is the pivotal point of success in its organizational communication. The matrix structure, defined by Business Reference (2007), is made up of cross functional work teams...
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...Introduction II. Management III. Zappos organization Structure IV. Zappos Business Model V. Corporate Culture Introduction Zappos is an online shop that specializes in selling various shoes and clothing. The company was started in 199 by Nick Swinmum and is currently based in Las Vegas. The business was taken over in year 2009 by amazon.com in a lucrative deal of more than $ 1.2 billion. Zappos.com offer a great range of products including handbags, baby products, watches, shoes, sporting goods, jewelries and housewares (Staley, 2013). Since its start, the business has grown tremendous and currently it is the largest online shoe store in America. Management The company is headed by Tony Hsieh, who’s the chief executive officer. Tony Hsieh is a highly skilled person whose passion for business and personal satisfaction saw him start several business ventures, most of which did not turn out to be profitable. Mr. Tony Hsieh believes that for a company to be successes, proper environmental conditions and remuneration of employees are very important. It should be known that more than 75% of Zappos clients are returning customers hence the manner in which clients are served in zapo is of very high standard. Tony Hsieh believes in hiring people who have a personal touch with the business and himself. He can know the employee’s behavior, skills and other hidden talents that can benefit the company. Zappos organization Structure Zappos Online Company has an environment that...
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...Number 1 Date: 21.11.2013 | Management Structure Topic Area: How can structure and effective management influence reorganising a business? Scenario Charlie Brown and his brother Ben Brown started up a business in 1999. They both enjoy sports, so decided to invest in starting up their own travel agency company, which they called Beyond Sports Travel Belief. The company offers package holidays for worldwide events, such as football tournaments, Olympics and a range of other sport events. Beyond Sports Travel Belief expanded having two branches, employs 2 supervisors and 6 booking clerks. Charlie was the one who managed the business, recruiting staffs and issuing responsibilities, while Ben’s role was to market their products, building the company’s brand. Unfortunately, Charlie left in 2010 leaving Ben as manager to manage his employees; including his two supervisors. This deteriorated the structure of the business. Charlie leaving had a massive impact on the company and it went to a stand still due to overloaded responsibilities. Introduction This essay is a reflective review and appraisal that has been put together to emphasis the importance of an organisational structure and how the effective management of a business could lead to business success. This topic has a massive impact on businesses as it takes a vital place in business success for example; the loss of a manager will potentially jeopardize the company, having...
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...BHP Billiton Leeora D. Black Australian Centre for Corporate Social Responsibility; and Faculty of Business and Economics, Monash University Corporate social responsiveness is what companies do in order to be socially responsible. This paper presents a case study of social responsiveness at the global mining firm BHP Billiton to illustrate a model of social responsiveness capabilities. Until now, corporate social responsiveness has described processes of environmental scanning, issues management and stakeholder management. The model presented here suggests that social responsiveness is rather understood as a cluster of five organisation-level capabilities that span an organisation’s culture and structure. The case study explores evidence for social responsiveness capabilities at BHP Billiton and considers management implications for the development of management abilities for social responsibility. Director of the Australian Centre for Corporate Social Responsibility, Dr Leeora Black is a consultant, researcher and educator focused on integrating social responsibility into business operations and strategies and measuring corporate social responsibility. Her work analyses complex CSR issues and problems and builds organisational CSR capabilities. She works with global firms, government businesses and social-sector organisations on integration of CSR into business operations and strategies, CSR measurement, stakeholder engagement and reporting. JCC 23 Autumn...
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...effective communication of mission * Generation of enthusiasm and buy-in at all levels * Commitment to projects and business results that will fulfill on the mission * Design of organizational architecture that allows for empowerment and communication * Creation of tactics and short-term goals at the local level * Effective Action in a context of accountability (Gurowitz) (G. R. Jones; C.W.L. hill , 2010) 2. What is organizational design (culture, structure and control) and apply on CNN. What is the role of organizational design in strategic implementation? Strategy implementation involves the use of organizational design, the process of deciding how a company should create, use, and combine organizational structure, control systems and culture to pursue a business model successfully. Organizational structure Assigning employees to specific value creation tasks and roles and specifies how these tasks and roles are be linked together in a way that increases efficiency, quality, innovation and responsiveness to customers. The purpose of organizational structure is to coordinate and integrate the efforts of all employees at all business level in the organization design. First CNN has to motivate employees to create value to the customers. And they have to work with efficiency, quality, innovation and responsiveness. When the structure is good. They can...
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...CULTURE http://www.managementstudyguide.com/charles-handy-model.htm Charles Handy Model of Organization Culture inShare1 Tweet What is an organization ?An organization is a setup where individuals (employees) come together to work for a common goal. It is essential for the employees to work in close coordination, deliver their level bests and achieve the targets within the stipulated time frame for the smooth functioning of the organization.Every organization has certain values and follows some policies and guidelines which differentiate it from others. The principles and beliefs of any organization form its culture. The organization culture decides the way employees interact amongst themselves as well as external parties. No two organizations can have the same culture and it is essential for the employees to adjust well in their organization’s culture to enjoy their work and stay stress-free.Several models have been proposed till date explaining the organization culture, one of them being the Charles Handy model. | | Who is Charles Handy ? Charles Handy born in 1932 in Ireland is a well-known philosopher who has specialized in organization culture. According to Charles Handy’s model, there are four types of culture which the organizations follow: Let us understand them in detail: 1. Power There are some organizations where the power remains in the hands of only few people and only they are authorized to take decisions. They...
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...Sonoco’s history, culture and especially packaging industry. In reorganizing human resource functions, it is important to understand Sonoco’s history, culture and its packaging industry. Sonoco needs to analyze the company internally, including the aspect of mission, culture, human resource (HR), structure and processes prior to the planning and implementing process that related to reorganization. In the case study, the author has discussed the history and culture of Sonoco and the background of packaging industry in order to gain some ideas or information for the reorganization process. By analyzing and viewing the history and culture of Sonoco as a whole, the organization’s problems can be diagnosed and a new strategy of developing new human resource organization structure can be developed and implemented. As what have been said by Cindy Hartley, the senior vice president of HR at Sonoco, they had to decide what things that were remain the same across the company and what things needed to be changed while devising the new HR organization. Reviewing back to the history of Sonoco, it helps us to have a better understanding on what Sonoco has done in the past 100-year, whether it is right or wrong, maybe. So it could assist to learn from the past mistakes, avoid the same mistakes in the future and keep those good practices or cultures while devising a new HR organization structure. For an example, as the manager pointed out, although the culture and structure enabled Sonoco...
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...successfully • Using Porter ’s competitive forces model to develop competitive Porter competitive forces model to develop competitive strategies using information systems • Leveraging the value chain and value web models to identify opportunities for strategic information system applications opportunities for strategic information system applications • The role of information systems in creating synergies, core competencies, and network-based strategies to achieve competitive advantage • The challenges posed by strategic information systems and management solutions 2 EBay Fine-Tunes Its Strategy • Problem: Losing market share to other online retailers, ultracompetitive and constantly changing marketplace • Solutions: Acquire other businesses and adjust its business Acquire other businesses and adjust its business model to maintain online dominance • Purchase of PayPal, deal with Buy.com allowed eBay to grow and diversify its business di it • Demonstrates IT’s role in the development of eBay’s organization as it expands and makes acquisitions • Illustrates the challenges of maintaining a competitive advantage in a fast-moving, constantly-changing marketplace 3 Organizations and Information Systems • Information technology and organizations influence each another • Complex relationship influenced by organization’s structure, relationship influenced by organization structure business processes, politics, culture, environment, and management decisions ...
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...the six OD models widely used by organizations. Each of the six models is unique; bringing with them their own pros and cons. Along with the OD models, we will be covering three issues plaguing the Whole Foods Market today. 7s Model McKinsey 7s model is a model developed by McKinsey Consultants with help from Richard Pascale and Anthony G. Anthos in the 1980s. McKinsey 7s model follows the 7 key internal parts of: approach, structure, arrangements, shared values, style, workforce and skills to permit organizations to realize its goals. Approach is a plan established by a firm to bring an economical advantage alongside with success competitor within the market. Structure is the organizational chart of the firm legendary for being one in every of the foremost visible and simple to vary parts of the framework. Arrangements are legendary for being the main focus for how managers accomplish business; particularly throughout structure modification. Skills are the talents of the staff of the firm. Staff is the amount of staff at intervals a corporation required to hold out the mission. Style is the management and leadership of top-ranking managers. Shared values are the basis of each organization and also the core of McKinsey 7s model; the standards that guide employee’s behaviour. The model remains one of the foremost popular strategic designing tools. McKinsey 7s model focus on the soft S’s: style, staff, skills, and shared values than hard S’s: strategy, structure, and systems...
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...In reconciling cultural dilemmas in the business context, it is important to use the model presented by Trompenaars. She identified reconciliation as part of building transcultural competence. And there are three essential components of transcultural competence; awareness, respect and reconciling cultural differences, these are necessary steps towards developing transcultural competence. Individuals who find themselves in foreign cultures need to be themselves for the partnership to work. Therefore the reconciliation of differences is essential, and further, a look at how the other cultural perspective can be of help. In organizational culture, the structure of the organization is used to analyze its culture. In the business context, the differences in various cultures from around the globe in most organizations is increasing, therefore the firms have to develop a strategy to address the cultural diversity. In addressing this issue, we can refer to the work done by Adler with Gundersen (2008, 2002), where they described four kinds of organizational phases of development in going global. We also learn the importance of cultural diversity in these organizational structures. Corporate cultures are determined by two key criteria; the business environment and the national cultural setting. These two has an influence in shaping corporate cultures and how companies manage their business. Culture is applicable in many aspects of management, it determines a lot of key areas which includes...
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...1. What is the definition of a team? A. Employees jointly responsible to meet a goal B. Collection of people working towards a common goal C. A group who follows the same rules D. Employees working towards their specific goals Incorrect : A team is a group responsible for creating, managing, and changing rules to meet a goal” (Jones, 2007, p. 223). Materials Creating High-Performing Groups and Teams 2. What are teams grouped by areas of expertise? A. Cross-functional B. Functional C. Virtual D. Top management Correct : Functional teams are typically sub-groups with a particular specialization who work within the same departments. Materials Types of Groups and Teams 3. A company who desires to develop new or improved products would fit best with what type of team? A. Cross-functional B. Top management C. Virtual D. Functional Correct : Cross-functional teams consist of members from various functions, such as marketing, manufacturing, and R&D, to focus on each element of a new idea or innovation. Materials Types of Groups and Teams Concept: Organizational Functions Mastery 67% Questions 456 Materials on the concept: Conflict, Bargaining, and Negotiation High-Performing Groups and Teams Types of Groups and Teams 4. What does the amount of conflict in an organization signal? A. Managers value conformity B. Openness to new ideas C. Performance goals are not clear D. Indecision by top management ...
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...MSL 687-90 Case Study #1 – Boeing 1. I believe there are one or more diagnostic models that provide a framework that succinctly identifies the key factors at the center of the Boeing situation. The first diagnostic model is 7-S Framework. According to our text, the 7-S Framework model is based on the proposition such as the organizational effectiveness that comes from the interaction of multiple factors and secondly successful change that requires attention to the interconnectedness of the variables. This diagnostic model consists of seven factors: structure, strategy, systems, style, staff, skills, and superordinate goals. The first part of the framework is structure; the way the company is structured when it comes to staff and management and also the way activities is coordinated in the organization. In the case, the problem with the 1994 airbus shocked the management executives and began a series of changes. These changes were implemented to overcome their historical bureaucratic structure, which has made it hard to be flexible and adapt to the external environment systems. Second part is strategy, which includes the update of their technology systems, downsize their operations, and re-establish relationships with their suppliers and the only feasible way costs could be cut. In 2001, Boeing tried to implement lean manufacturing, but they face great problems due to decentralized information system. The object of the project was to implement an automated...
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