...organizational structure that has resulted from the merger or acquisition. Instagram was founded in 2010, by Kevin Systrom and Mike Krieger. It only had just a handful of employees (13 employees) supporting its popular photo sharing application (8). After Facebook purchased Instagram, it has decided to keep the Instagram's photo sharing service managed independently. This is contrary to what Facebook did with its previous acquisitions. After acquisition of a company, Facebook tend to close their products and accommodate their staff on some other projects (8). Mark Zuckerberg, CEO of Facebook, commented on his profile page that, he would keep in mind, about the strength of Instagram's photo sharing application and strive to add more features to the photo - sharing service rather than just trying to integrate it into Facebook. This is the very reason for which Facebook was very much committed to continue building and allow Instagram to grow independently (4). Instagram CEO, Kevin Systrom, also reiterated his plans to strengthen and support the service's functionality and said he would look forward to take the advantage of Facebook's resources and talent (1). Analyze the major differences between the resulting company and the original two (2) organizations. The below picture summarizes the Facebook organization chart which is constructed by HierachyStructure.com, a website that is specialized in designing organizational structure diagrams (9). Instagram organizational structure is limited...
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...on the internet as a student is very important and many students use this information for papers or other assignments. Without the ability of identifying credible a student runs the risk of basing an assignment around information that is misguided, disproven, or flat out untrue. This is why students should learn how to not only gather information but also evaluate it for accuracy and credibility. * * Describe three strategies that students can use to identify which search results are worth exploring when using the Internet to research a topic? There are quite a few strategies students can use to identify which search results are worth exploring. Firstly, looking at the URL is the most important strategy to me. Looking for ".org", ".gov", or ".edu" in the URL is very important. The website name is also important when doing research, remembering that sites like Wikipedia are not as credible as TheNationalGeographic.com, for example. Most things ending in “.com” may not be the most credible in all cases but there are a few. That is why you must also check the summary or description of the search results. Looking at the synopsis and examining the related searches listed is very important. The summary may show signs of bias, which can show whether the site is personal, political, or research oriented. At times the synopsis may be vague but this does not mean the search is...
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...benefits of positive and negative tests. Steps to do Structural Authorisation: Step1 : TC OOAC Activate the Structural Authorisation switch Step 2 : TC OOSP Create Structural Authorisation profiles Step 3 : Assign Structural Authorisation profile to user Id TC : SE38 and assign report RHRPROFL0 enter object id for example ( Org unit ) Assign regular Role authorisation.. SAP HR Tips by: Karthik Role Authorization can be set on all Master Data Infotypes i.e. HR/Planning/Payroll/Tcode etc. Structural Authorizations can be set for the administrator who is involved in different evaluations/accessing structures whether in OM/PD/TE etc. Ex ; Creating, Maintaining, delecting objects in structures. You have to run Report RHPROFL0 to generate Structural Authorizations and they are stored in PD Profile IT i.e. 1017. If you are manually maintaning more than one S.Authorization profile for a position, you can use 1016 IT also. For customization see IMG under OM-> Structural authorization. There are many criterias to be considered while creating Structural Authorization profile. I noticed that in IT1016, we are assign the profile > at the position or org unit level while in PFCG, we assign it...
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...Introduction Organizations based their business system in different structures. Organizations can operate with blended approach between mechanistic and organic structures that need to change within some of structural traits as organizations change and mature. A success factor for organizations has the ability to adapt different structures, systems and processes to capture new market and expand. The organization design is a critical determinant of strategic competitive advantage. The importance of organization design for business leaders will also determine how effective is their strategies. Discussions The two structures for organization are basically the organic and mechanistic organization. A mechanistic organization has a rigid structure that is inflexible. Meanwhile, an organic organization is loosely designed with few levels of hierarchy and a lot of flexibility. The two structures will impact the effect of an organization. The contingency factors of organizational design decisions can affect the strategy and structure that can facilitate the achievement of goals. The innovation is a free flow of information that is based on organic organization. The cost minimization that seeks efficiency, stability, and control is under the mechanistic organization. The technological aspect of an organization in both mechanistic and organic supports the routine and non-routine technology, respectively. The output of every technology depends on the production types. Mechanistic Versus...
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...Case 03: Creative Deviance: Apple Org Chart ! One of the major functions of an organization hierarchy is to increase standardization and control for top managers. Using the chain command, managers can direct the activities of subordinates toward a common purpose. If the right person with a creative vision is in charge of a hierarchy, the results can be phenomenal. Until Steve Jobs’ regrettable passing in October 2011, Apple had used a strongly top-down creative process in which most major decisions and innovations flowed directly through Jobs and then were delegated to sub-teams as specific assignments to complete. Then there is creative evidence, in which individuals create extremely successful products despite being told by senior management to stop working on them. The electrostatic displays used in more half of Hewlett-Packard’s instruments, the tape slitter that was one of the most important process innovations in 3M’s history, and Nichia’s development of multi-billion-dollar LED bright lighting technology were all officially rejected by the management hierarchy. In all these cases, an approach like Apple’s would have shut down some of the most successful products these companies ever produced. Doing “business as usual” can become such an imperative in a hierarchical organization that new ideas are seen as Threats rather than Opportunities for development. It’s not immediately apparent why top-down decision making works so well for one highly creative...
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...Case 03: Creative Deviance: Apple Org Chart ! One of the major functions of an organization hierarchy is to increase standardization and control for top managers. Using the chain command, managers can direct the activities of subordinates toward a common purpose. If the right person with a creative vision is in charge of a hierarchy, the results can be phenomenal. Until Steve Jobs’ regrettable passing in October 2011, Apple had used a strongly top-down creative process in which most major decisions and innovations flowed directly through Jobs and then were delegated to sub-teams as specific assignments to complete. Then there is creative evidence, in which individuals create extremely successful products despite being told by senior management to stop working on them. The electrostatic displays used in more half of Hewlett-Packard’s instruments, the tape slitter that was one of the most important process innovations in 3M’s history, and Nichia’s development of multi-billion-dollar LED bright lighting technology were all officially rejected by the management hierarchy. In all these cases, an approach like Apple’s would have shut down some of the most successful products these companies ever produced. Doing “business as usual” can become such an imperative in a hierarchical organization that new ideas are seen as Threats rather than Opportunities for development. It’s not immediately apparent why top-down decision making works so well for one highly creative...
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...Organizational and Systematic barriers The organizational structure in itself and the systems that run it could be a great barrier to the communication within the organization. Organizational structure and systematic barriers arise due to complex and rigid structures of the organizations. Under organizational and systems barriers we analyze 1) The organizational Configuration 2) Formalization 3) Organization Communication facilities 4) Nature of organization’s Job description 1) Organizational Configuration This refers to the shape of an organization and according to Jablin (1987), four structural characteristics are associated with organizational configuration: in regard to the level of success of organizational communication we critically analyze the Span of control, Hierarchical levels and organization size. The span of control and Hierarchical levels The span of control is the number of subordinates reporting directly to a superior (Jablin, 1987), it means that if an organization has a wide span of control so many subordinates are reporting to a single supervisor. Hierarchical level refers to an individual’s position in a scalar chain and ranges from non-supervisory workers at the lower end of the scale to chief executive officers at the upper extreme (Berger & Cummings, 1979). The two relate because a narrow span of control creates a longer hierarchy. It is arguable on what is better for organizational communication between narrow and wide spans of...
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...DEPARMENT OF COMMERCE FULFILLMENT OF ASSIGNMENT ONE ON BUSINESS COMUNICATION AND ORGANISATIONAL STRUCTURES COURSE CODE: BUS 211 PRESENTED BY: TO: MRS. JACINTA KINYILI DAYSTAR UNIVERSITY, ATHI RIVER CAMPUS 1.Communication definitions include: Communication is the transfer of information from one person to another,whether or not it elicits confidence. Communication is giving,receiving or exchanging ideas,information,signals or meesages through appropriate media enabling individuals or grups to persuade,to seek information,to give information or to express emotions. Communication is a process of exchanging information,thoughts,feelings and emotions through speech,signals,writings or behaviour 2.Forms/types of communication. * Oral communication, * Verbal comunication, * Non-verbal communication, * Face-to-face communication, 3.Directions of communications in an organisation include * Downward communication:this flows from executives to employees, conveying executive decisions and providing information that helps employees do their jobs. * Upward communication :flows from employees to to excecutives,providing insight into problems,trends,opportunities...
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...Facilitating Change Annette F. McGee ORG 581 August 5, 2012 Wayne Brock Facilitating Change The environment and culture of a company are instrumental; organizations face uncertainty from the beginning and must learn to analyze their environment and competition as expediently as possible. Activities, for example such as task allocation, coordination, and supervision directed toward the attainment of organizational aims are the elements of organizational structure. In conjunction with structure is organizational design, the plan. According to Hearst Communications, Inc. (2013), “When a company's leaders develop plans for how their company should function or would perform better, they undertake the business of organizational design. Good design takes inventory of all the tasks, functions and goals of a business, and then develops groupings and orderings of job positions; departments and individuals to best and most efficiently achieve those ends. Usually, designs are expressed through an organizational chart, which helps players throughout an organization understand functions and power relationships” As a business’s environment changes it is vital to identify, reassess, and possibly change one’s organizational structure and design. Knowing how to respond to the environment aids the company as economic, legal, political, and social circumstances change. Virgin America Airlines is expanding into China, and management realizes recommended changes in strategy may affect...
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...GSOE9820 – Engineering Project Management Corey Martin Week 4 Projects and Organisational structures Course Roadmap Organisational structure “An organisational structure defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aims”. Reference: Pugh, D. S., ed. (1990).Organization Theory: Selected Readings. Harmondsworth: Penguin To improve project success! Sources: http://www.pmi.org/ CHAOS summary report 2013 Common types of project management structures • Functional • Dedicated Project Teams • Matrix Reference: Gray, C & Larson, E, Project Management, 5th Ed. McGraw-Hill Functional Organisation of projects • Different segments of the project are delegated to respective functional units. • Coordination is maintained through normal management channels. • Used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project’s success. Functional 1. 2. 3. 4. Advantages No/little org. change Flexibility in use of staff In-Depth Expertise Easy Post-Project Transition 1. 2. 3. 4. Disadvantages Lack of Focus for project Poor Integration across org. Typically slower to complete Lack of Ownership Dedicated Project Teams • Teams operate as separate units under the leadership of a full-time project manager. • In a projectised organization where projects...
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...Enterprise Information System is generally any kind of computing system that is of "enterprise class". This means typically offering high quality of service, dealing with large volumes of data and capable of supporting some large organization [ ("an enterprise"). Enterprise Information Systems provide a technology platform that enables organizations to integrate and coordinate their business processes. They provide a single system that is central to the organization and ensure that information can be shared across all functional levels and management hierarchies. Enterprise systems are valuable in eliminating the problem of information fragmentation caused by multiple information systems in an organization, by creating a standard data structure. A typical Enterprise Information System would be housed in one or more Data centers, run Enterprise software, and could include applications such as Content management systems and typically cross organizational borders. The word enterprise can have various connotations. Frequently the term is used only to refer to very large organizations. However, the term may be used to mean virtually anything, by virtue of it having become the latest corporate-speak. Implementing enterprise systems can contribute to achieving operational excellence because when an employee enters information into an enterprise system, it means that that much less time goes into sharing that information through other mediums. It takes time to print out and distribute...
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...understand the effects of leadership, objectives, individual characteristics and action, and employee behavior and attitudes within an organization. It also explains the effects of internal environments, such as culture, the structure of the organization, resource and task allocation, and external environments such as competition or government regulation. These factors contribute to the performance, success or failure, and survival or fall of an organization. Organizational-behavior theories help to explain the collapse of Enron and how leadership, management, and organizational structure contributed to its failure. Organizational Structure With a market capitalization of nearly $74 billion, Enron was one of the world’s leading energy companies by the late 1990s. However, it had gained this status through the perpetration of illegal activities at the very highest levels of the organization. Enron’s fall was because of the organizational-level corruption that grew from its structure and trickled down to the collective behavior of its employees. Enron’s top-down, hierarchical structure by unit grouping meant that the top management team either directly or indirectly through their subordinates influenced the actions of the organization. For example, the structure of the accounting department allowed it to disregard legal requirements through “structural secrecy” that Enron’s executives could exploit (Beenen & Pinto, 2009, p. 283). As part of its strategy to grow its business, Enron’s...
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...Models of Organized Crime Jalaine Franklin University of Phoenix CJA/384 Week-2 Mario Honore November 08, 2012 Models of Organized Crime Patron-Client Orgnizations When it comes to models of organized crime there are two organizations that this paper will refer to, the first is the Patron-Client organization and the second is the Bureaucratic organizations. The Patron-Client is a group of criminals that united together to establish connections that would benefit the groups clients later on. They were structured to run with just one leader and then a chain of command that follows. If an order is given it has to come from the leader and then it is passed down through the chain of command to the members. In order to become a member of a patron-client organization everyone has to be initiated (University of Phoenix, 2007). Bureaucratic Organizations Bureaucratic organizations are slightly different than patron-client organizations in the way they are structured. They are structured with rules and procedures. Bureaucratic organizations also have one main leader and a chain of command that leads to their members. Here the lower managers are not allowed to make any orders; all orders must come from only one person. When it comes to conducting business only high ranking individuals can look for new resources and proceed with new contacts but they still have to have the approval of the leader. Similarity/ Differences Both the patron-client...
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...Week 3 Management Structures By: Misty Ladnier The organization is run by people chosen best to handle the stressful situations that we are faced on a daily basis. I have been trained to make sure that my victims are treated correctly to their individual cases. In order to do so I need an organizational structure. I will explain the advantages and disadvantages of Departmentalization, Matrix organizations, the project team, and the collegial model. Departmentalization is very tricky; you have to pair individuals up so that the department runs smoothly. Sometimes you have people that need to be trained to do this kind of work so that the department does have great communication skills to understand what is going on at all times to keep your patients happy. Matrix organizations have resources that can be shared amongst the department or company. They run on getting ideas from whatever can be tapped at that particular time. What would lead to complications are two or more people that are management and the lack of communication. This can lead to frustrations with the staff that are one step below or one step higher. The project team is the people that come up with ideas. They are the people that have events for the employees or the patients. These events can bring fundraisers for things needed for the organization. But disagreements can put any planning at a standstill and then it can become too late to have it. The collegial model is people within the company that have...
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...Implement a matrix structure. Similar in some ways to the divisional structure described in action one, a matrix structure can benefit from the functional divisions formed in the divisional structure but also supplement these divisions with divisions based on products as well. Employees are grouped by both function and product in a matrix and frequently teams of employees will be assigned to a project to accomplish a specific goal. This type of structure can take advantage of the best parts of divisional and team based structures. If Appex were to consider a matrix format I would recommend a balanced/functional matrix. This form of a matrix structure is one in which a project managers are assigned to oversee projects and these project managers must share power with the functional managers who are the normal chain of command. One of the disadvantages of this arrangement is the division of power between the managers but if Appex’s managers could overcome the difficulty inherent in such a power sharing scheme then this could be a beneficial way to structure the company. 4) A classical hierarchy. I believe that this time-tested structure is what Appex needs as it has grown too large and complex to operate efficiently in any of the structures described above. Although some consider this to be an impersonal form which would not allow for the employees of Appex to operate in the unstructured way that they did at the beginning, the simple fact of the matter...
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