...Giant Innovator Lawrence and Han Nway Oo Team Chimpanzee Yonsei University Apple: The Giant Innovator In only a few years, Apple has grown to become the leading brand for phones, laptops, and mp3s among other technological devices. Macbook, iPhone, iPad, and iPod, the inventions and properties of Apple, are dominating and influencing the mind of teenagers and even the elders alike with its advanced functions and applications that aren’t replicable by brands. Apple’s attainment in this century has led the people to wonder the reason behind its achievements. What kind of organizational and corporate structure does Apple pursue to possess the successes? How does Apple motivate its employees in the work environment? Some give credit to the innovator of Apple, Steve Jobs, whose unorthodox style of leadership is the foundation of the company’s management. Although Apple’s organizational structure, corporate culture may seem to be a new style of management, it is inherently a cultural approach. In addition, it is Steve Jobs who is at the top of the chain of command reinforcing cultural management through his leadership, pursuit of skilled employees, and his firm grounding of corporate culture. Apple is a US-based consumer electronics company known for its ability to come out with path-breaking products. The work culture, propelled by a passion for new products with no trepidation to challenges and obstacles, exemplifies its intense work ethics. The employees are seen as...
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...Keller Graduate University [2009] Final Project Proposal “How to make Natel Engineering become a High Performance Organization” GROUP MEMBERS: Anthony Gonzales (acgonzales@msn.com) Christopher Cerdon (ccerdon@gmail.com) Raymond Bucassas (raymond_bucassas@yahoo.com) Kathryn Weber (kweber777@gmail.com) Nancy Sanchez (nancysanchez1985@hotmail.com) [pomona, ca] INTRODUCTION Good employee relations are crucial to any work environment in order to perform at their maximum efficiency. Excellent work and ethical values are needed to ensure a high quality standard of treatment in all occupational situations. A company that does not know how to treat their employees as their number one asset is a company destined to falter. Target Company: Natel Engineering Co., Inc. Chatsworth, Ca Founded in 1975, a foremost, privately held, independent manufacturer of a wide variety of microelectronic products, providing mid to high volume production to defense, aerospace, fiber optics/optoelectronics, medical, space, RF microwave and telecommunication industries. According to Business Week magazine in 2007, Natel Engineering Co. has been ranked as the 9th largest aerospace manufacturer in the greater San Fernando Valley area based on the number of employees. Natel is founded and owned by Sudesh Arora, who has a very prestigious background in Electrical Engineering -- he developed an exceptionally complex sulfur analyzer which won him the popular IR-100 Award...
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...A. Compare the cultures of the two companies using the relevant values in the attached “Competing Values Framework.” The Competing Values Framework model was developed for cultural assessments of organizations that shows the effectiveness in a two dimensional layout. In the Competing Values Framework model, there are four culture representations, Adhocracy, Clan, Market and Hierarchy. The Symphony and the Opera fit into one of the categories as individual organizations. More will be discussed on which category each belongs in, plus a comparison with each of the other three cultures. Included in the Competing Values map is two other cultural dimensions. The Horizontal dimension is located on the left of the model and maps out the inward or internal focus and integration. The primary attention focuses inward within the company or organization. When environments are less competitive and focused on the customer, internal focus is the most important dimension element. The outward or external focus and differentiation is located to the right of the model. The focus is primarily outwards, to the external environment, customers and suppliers. The Vertical dimension is located at the top and bottom of the model. This lower axis has more to do with who makes the decisions. At the bottom of the model, is Stability and Control which is geared more to management control. While at the top is Flexibility and Discretion which empowers employees to make decisions...
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...Convergys Origination Amie Rainbolt University of Phoenix MGT/230 February 07, 2012 Thomas Baine Convergys Origination Even though if a company has no organizational structure, function, or design it will fail. Convergys organizational structure is unique when compared and contrasted with two different organizational structures because; organizational functions influence and determine the organizational structure, and organizational design helps determine which structure best suits the organization’s needs. Because of the below process and procedures Convergys continues year after year to be the leader in customer service and a fortune 500 company. Convergys has 75,000 employees and clients in more than 70 countries, speaking more than 35 languages, and their annual income is $2.5 billion. The company developed from Cincinnati Bell Information Systems and MATRIXX, both subsidiaries of Cincinnati Bell, and AT&T Solutions Customer Care, which was sold to Cincinnati Bell in 1998; an IPO in 1998 made it a fully independent company. Since then, Convergys' headquarters in Cincinnati, Ohio, has acquired numerous companies. (Netrashetty, 2011, para. 4) Convergys organizational structure is unique when compared and contrasted with two different organizational structures because it is grouped into four separate self-sufficient organizations that include Billing Services, Human Resources Services, Professional Consulting Services, and Customer Management Group. Each origination...
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...Group Name- Scholars Name | MBA Serial No. | Md. Gias uddin | 118 | Afroz Shabnam | 133 | Mehedi Hasan Saurav | 134 | Rashed Mahmud Shakil | 154 | Sanjay Bhattacharjee | 161 | Md. Ashraful Haque | 172 | Mst. Suraya Jahan | 179 | Chapter Objectives * Examine how international growth places demands on management and HRM * Identify factors that impact on how managers of internationalizing firms respond to these challenges * We cover the following areas: * Structural responses to international growth: The organizational context in which IHRM activities take place. Different structural arrangement have been identified as the firm moves along the path to international status – from export department through to more complex department such as the matrix, transnational, heterarchy, networked. * Control and coordination mechanisms: Control and Coordination aspects. Formal and informal mechanisms were outlined, with emphasis on control through personal networks and relationships, and control through corporate culture, drawing out HRM implications. * Mode of operation used in various international markets: The various modes-such as wholly owned, franchising, management contracts and international joint ventures- used by multinational for foreign market entry and expansion. Again, we attempted to demonstrate the IHRM implications of the various modes, although noting that most of the literature focuses on wholly owned subsidiaries...
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...1. When we read the case study, the Ratchetts’ Ltd can simplified separate to two large teams that are car sales and after sales. One team is also within three different types of group. How can we distinction the team and group in that case? People think team and group that means can interchange to each other. So that they always misunderstand team and group the definition. Team and group are always making us complicate when we use it. If you want to make distinctions clearly, we are always following some theories to help them classified the team and group. Let us discuss as the below: * Team – Occur when a small number of members with shared leadership, who perform interdependent jobs with individual and mutual accountability of group members, become together evaluation and discussion problem, making decision for solving the problem at the planning, and reward. In practice meaning, the full tension and counter-balance of human behaviour will need to be demonstrated in the team. Related to the case Ratchetts Ltd has three departments team: Car sales and After-sale separate with service and parts. Car sales team mangers whose lead their team individual and mutual accountability of three groups, and also need to solve out the problem. For example: Car sales manager has to solve the problem with new-car sales department members argue after-car sales department can make profit more than them and others arguments is within the customer is belongs to who? * Group –...
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...Course Syllabus Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is the ruling document. | | | |Course Number: | MGT 330 - ID: BSAC13XG64 | |Course Title: |Management: Theory, Practices, and Application | |Course Schedule: |Start Date: July 3, 2012 -- End Date: August 8, 2012 | | | | |Where To Go To Class: |MAIN: This is the forum for all course-related discussions. All of your participation grade will come from | |Your Course Forums |your activities in this room. It has read-and-write access for everyone. | | | | | |CHAT ROOM: This is a read-and-write access Forum. This is your student lounge. It is a place to discuss | | |issues not related to the course...
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...in Ireland are the company’s highest in the world according to retail industry analysts in London. Organizational behavior is about the impact of individuals, groups, culture and structure on the business. It relates to expected behaviors of individuals within the organization as every single individual is different. And people tend to behave differently in a same situation. As people are the one who work in the organization, the performance of organization depend on the performances by employees so managers should make the list of expected behaviours of employees within organization and it is necessary to know how to deal with it. The value system, emotional intelligence, organizational culture, structure, job design and the work environment are important in determining human behavior. An appropriate culture can change the behavior of individuals. Organizational structures Organizational structure is a system used to define a hierarchy within an organization. It identifies each job, its function and where it reports to within the organization. (Lucy Friend, N.D) There are several organizational structures; however, the type of structure in an organization depends on aim, size of the business, and industry. Carefully chosen structures will improve the communication throughout the organization. Types of Organizational Structures Line Structures This is a structure, where authority...
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...Interrelationships Christina Mowder BUS/475 October 2, 2013 Traci Thornton Functional Area Interrelationships Kathy Kudler’s (Kudler’s Fine Foods owner) values and goals seem to infiltrate into the mission and vision statements. Therefore, entrepreneurs organize his or her company with key positions to support the organizational structure. Effective teams in both internal and external environments remain the key to success when conducting business. Kudler’s mission “Our selections, coupled with our experienced, helpful and knowledgeable staff, merge to offer each customer a delightful and pleasing shopping outing” (Apollo Group, 2011. Furthermore, one identifies and explains the steps of the collaboration process Kathy Kudler applies to her business. Working to achieve organizational goals takes time, skill, and expertise. Reason for Existence According to Apollo Group (2011), Kudler Fine Foods remains a local upscale specialty food store located in three locations (La Jolla, Del Mar, and Encinitas) along California’s Pacific Coast. Kudler Fine Foods broke even in nine months and remains profitable within its first year. Kudler’s divisional organizational structure helps make it possible to expand to a second location in its second year, and expand even further when it opens its third location in the fifth year. Each location obtains roughly 8,000 square feet of retail space in a fashionable shopping center. The stores remain stocked with the elite domestic and imported wine...
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...The organization structure of the Department of Veterans Affairs (VA) is based on a divisional organization structure. My division of the VA is called the Veterans Benefit Administration (VBA), and it’s formed by various employees from different departments who form various groups in order to achieve an objective and solve an issues relating to all monetary benefits for veterans. All VBA group members, are specialized in a certain functions, however each member is familiar with all the laws and regulations governed to find the best solution to resolve a veteran’s claim using accuracy, privacy and professionalism. Once a resolution is achieved, the group dissolves and each member returns to her specific department. How an organization is setup can directly impact how successful the organization is in achieving those goals. Without an appropriate organizational structure, a business will not succeed. The VA has the solemn duty to serve those who have served our nation. America’s Veterans have served in many conflicts, most recently in Iraq and Afghanistan, with a mission to keep our country and the American people safe. While the organizational structure is centered on the company’s goals, it also dictates how reporting priorities and key strategies of upper management. There are three main types of organizational structure: functional, divisional and matrix structure. VA’s mission is to fulfill President Lincoln’s promise “to care for him who shall have borne the battle...
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...Organizational Structure Organizational Structure The company that I work for is a construction company, just as with most construction companies, the organizational structure of the company is a matrix organizational structure. The way that the hierarchical levels are in this company is; the owner/CEO occupies the highest position. The next position down the vertical structure is a shared level of management, which is occupied by a project manager, and a super intendant. Each project has their own project manager and super intendant that report to the owner/CEO. The company that I work for is a decentralized organization, where “decision making occurs at the level of the people who are most directly affected and have the most intimate knowledge about the problem” (Bateman & Snell, 2011). The reason that this is the most effective for this company is, because of the need in the construction industry for decisions made in a timely manner, in order for the project at hand to effectively and efficiently get done. In some instances it would not be conducive to go through the process of the decision going up the vertical structure. The company that I work for employs two different trades- sheet metal workers, and carpenters- this is the reason that if the company were organized with the functional structure or divisional structure, it would be less efficient. In the matrix structure, there is only one project manager, and one super intendant for each project. All of the...
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...1. Organizational Design and Structure (Advantages and Disadvantages) Each person assumes a role within the organization, and the organizational structure determines the reporting relationship between the individuals. The organization's strategy determines the organizational structure that will work best for a business at a particular point in time. For example, a small business that hires only experienced personnel, who require limited supervision, will likely adopt a different organizational structure than will a business that hires a number of recent college graduates, who require extensive supervision. (McShane and Steen, p. 362). In this assignment I would like to offer to your attention an ABC Ltd. IT company, it’s organizational structure, job design and other segments of corporate system. All organizational structures include two fundamental requirements: the division of labour and the coordination of that labour so that employees are able to accomplish common goals. (McShane and Steen, p. 364). ABC Ltd. is a large IT company with divisional organizational design. ABC’s design is organized around products, projects, and markets. Each division includes its own functional specialists typically organized into departments. A company has North American division, exploration division, marketing division, production divisions and others. Divisions are relatively autonomous and consist of products and services and are different from those of other divisions. Divisions...
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...GROUP…22B DIAGRAMPICTURE COPY FROM APQN ;( DISSOLVING BOUNDARIES FOR A QUALITY REGION FROM THE WEB.) INRODUCTION: The study is for the analyses of the concept of organisation structure, culture and behaviour. Hence organisation culture is defined as the psychology attitudes experiences, beliefs and values of an organisation. It is the specific collection of values and norms that are shared by people and groups in an organisation and control, the way they interact with each other and the stakeholders outside the organisation. And structure includes both the organisation chart and unwritten lines of power and influence that indicate whose contribution are most valued. Hanley’s four types of organisation culture are discussed as; Power culture: This is the concentration of power among a few. Role culture; this is clear delegation of authorities within highly defined structure. Task culture; is teams formed to solve particular problems. Power derives from expertise as long as a team requires expertise. And person culture exists where all individuals believe themselves superior to the organisation. All this types of culture are discussed here and their usage on the case studies. CONTAINETS………………. ORGANISATION DEFINATION AND DISCUSSION………………………………………………4……..5 TYPES OF STRUCTURES……………………………………………………………………………..5………….6 DEFINATION OF CULTURE…………………………………………………………………………7…………….8 BENEFIT AGENCY………………………………………………………………………………8………………….11 MOTIVATION………………………………………………………………………………………...
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...The Organization Structure of Walmart An essential part of Walmart’s culture is to constantly look for ways to be more successful. On January 28th, 2010,Walmart released a report of its organizational realigning. This realigning was an attempt by Walmart to create a more efficient organization and to be better equipped to react to it customers demands. Walmart made the decision to re-organize its three United States operations into three geographic units within the United States and then appoint a president to each unit. These units were changed to Walmart South, Walmart North, and Walmart West. Walmart also stated that in the United States it would be bringing all of their operations together into three operating divisions as well. These operational categories would be Store Operations, Real Estate, and Logistics all under one leadership team. This divisional approach and structure works to Walmart's benefit because each division is unrestricted, when it comes to focusing their strengths on specific areas such as customers, service, and product. Tightening the focus permits Walmart to efficiently identify individual procedures and processes that need adjustment and to make modifications appropriately. As a result, of this organizational realigning, Walmart was able to reduce approximately 300 positions in the corporate support areas (Walmart, 2014). This divisional structure and approach is working for Walmart's advantage because each division is able to focus its energies...
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...CASE 9-1: NEW YORK TIMES 1. Describe NYTD’s evolution to date. What is strategy of NYTD? Are the organization and control consistent with the strategy? Evolution: New York Times first ventured into the Internet in 1995. Back then, the company was called the New York Times Electronic Media Company. In 1999, a new operating division, Times Company Digital, was created, which reported directly to corporate management. The new division included NYTimes.com, Boston.com, NYToday.com, GolfDigest.com, WineToday.com, and Abuzz. The new division had a decentralized structure and different organizational structures but still with similar roles as a common newspaper. The different websites were combined in the new organization to be able to learn from each other. A lot of effort was then put into creating a culture of team-work and openness, and the NYTD moved into a new building. This separated unit, first organizationally and then physically, led to tensions between the original Company and the new division. The new culture and employees hired from outside the Company created a very competitive internal environment. In 2001 the company owned several broadcast media properties, and the New York Times brand was believed to be the company’s most valuable asset, built through years of topnotch reporting and analysis, plus marketing and promotion. By September of 2001, NYTD had developed and was operating two websites: NYTimes.com and Boston.com. The websites included Internet access to the...
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