Reorganization may refer to the rehabilitation of a company's finances pursuant to a bankruptcy. It can also refer to any process that affects the tax structure of a corporation. In addition, reorganization may refer to a merger or acquisition or sale of a company that changes the ownership, stock, or legal and management structureHow It Works/Example:Reorganization is a formal court-supervised process of restructuring a company's finances after a bankruptcy. In accordance with bankruptcy laws, specifically Chapter 11, a company is given protection from creditors during the time period when the company proposes and a bankruptcy court reviews and approves a specific reorganization plan. The reorganization is intended to repay creditors to the maximum extent possible and to restructure the company's finances, management, and operations to prevent the same problem from arising againA company may reorganize itself, including its legal or corporate structure to take advantage of existing or new tax regulations. A merger or acquisition of a company may result in a reorganization of the company ownership, equity structure, management, and operations to take advantage of the efficiencies of new management, new technologies, and new capital assets. Why It Matter Reorganization is an important step for a business since it has the potential to open up new opportunities, increase efficiencies and profits, and give legal and financial protection during difficult times. A company's organizational chart typically illustrates relations between people within an organization. Such relations might include managers to sub-workers, directors to managing directors, chief executive officer to various departments, and so forth. When an organization chart grows too large it can be split into smaller charts for separate departments within the organization.The different types of organization charts include:HierarchicalMatrix Flat (also known as Horizontal)There are several limitations of organizational charts:If updated manually, organizational charts can very quickly become out-of-date, especially in large organizations that change their staff regularly.They only show 'formal relationships' and tell nothing of the pattern of human (social) relationships which develop. They also often do not show horizontal relationships.They provide little information about the managerial style adopted (e.g. 'autocratic', 'democratic' or an intermediate style)In some cases, an organigraph may be more appropriate, particularly if one wants to show non-linear, non-hierarchical relationships in an organization.It often does not include customers.A military example chart for explanation purposes.The following is an example of a simple hierarchical organizational chart is the image-chart on the right.An example of a 'line relationship' (or chain of command in military relationships) in this chart would be between the Manager and the two Supervisors. These two colonels are directly responsible to the general.An example of a 'lateral relationship' in this chart would be between "Foreman A", and "Foreman B" who both work on level and both report to the "Workers A".Various shapes such as rectangles, squares, triangles, circles etc. can be used to indicate different roles. Colour can be used both for shape borders and connection lines to indicate differences in authority and responsibility, and
Project ID
ITREORG010
Risk ID
0002
Root Cause
People, Process
Business Effect
Cost, Performance
Risk Changes implemented by one IT group could negatively affect systems and services delivered by other IT groups.
Situation Although change management exists within some groups, a common formal change-management process does not exist across all IT groups. Additionally, some changes, when reviewed during the weekly status meeting, have not been properly assessed for impact to all groups. Consequence Lack of commitment to a standard set of operational processes will lead to business units that fail to trust each other. Frustration between IT groups will occur as systems under the responsibility of one group will be affected by others.
Downstream Effect Service disruptions caused by failed changes will interrupt business functions. Additionally, failure to communicate planned downtime of mission-critical services to users and the help desk will result in reduced trust in IT. This will force the business to question the value of the current IT operations and to consider outsourcing IT functions. Functional organizational chart is structured with few managers at the top and most people at the bottom, organized by the tasks they performed. Job classifications were well defined and authority was top-down. Control was maintained by setting rules and establishing standard procedures.For example, an executive may report to the president. Companies that use functional organizational chart split their departments into functional areas, such as accounting, finance, develop, marketing and law.Functional organizational structure includes vice presidents, executives, directors and managers in a company.

ma func personnel