felt like, people where arriving late at work, did things on their own time and the customer service was very poor. * The company had a problem with financial planning and the investors needed someone to put control and an urgent structure. * The employees were focused, committed, hardworking and worked in close interaction with each other, but customer service was not the correct. * The project-based company forced the company to hire more people, making
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region-specific territorial | Question 4. 4. Which type of organizational structure is prone to duplication of activities and counterproductive inter-market customer competition? (Points : 1) divisional structure machine bureaucracy professional bureaucracy adhocracy | Question 5. 5. All of the following organizations would be very likely to use an organic organizational structure EXCEPT (Points : 1) | Blank Walls, an advertising agency Wonderlight
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market. It carries out intensive market expansion and wide arrays of distribution channels innovatively by differentiating its products, hence making the company to have a competitive advantage. This company has a flat organizational structure whereby this structure allows for employees' involvement in the utilization of cross-functional work teams in its strategic planning processes. It operates many different stores in most of the industrialized countries of the world. This company uses the organizational
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An organizational plan is basically a “to do” list for an organization. It lists out the plan of work, programs, and organizational growth over a period of time - six months, a year, a five years. They can be pretty simple to create and use. Writing a plan can just mean getting a clear list of the types of work that need to be done, the tasks involved, who is responsible for them, and when they’ll be done. Below is an outline of the steps for creating an organizational plan. Decide on Categories
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Organizational Structure MGT/230 Organizational Structure Structure and decision-making are predominant factors of living in the world today. The decision-making process is very important in all aspects whether it is personally or professionally. Structure helps format all scenarios no matter how big or small. In many instances these two components work hand-in-hand with one another. The following information describes, compares, and contrasts different organizational structures. The organization
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& Quam (2000), ‘Teams are a common design fixture in today’s organisations.’ Organizations which are using teams to perform their core work and provide value to customers are called as the team-based organisation. A team-based organisational structure has autonomous work teams operating in parallel such that each team performs its specific duties in the organisational work process. The organisations see teams as a better way of doing business are based on the two main reasons that team can empower
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A Framework for Linking the Structure of Information Systems with Organizational Requirements for Information Sharing Author(s): Sunro Lee and Richard P. Leifer Reviewed work(s): Source: Journal of Management Information Systems, Vol. 8, No. 4 (Spring, 1992), pp. 27-44 Published by: M.E. Sharpe, Inc. Stable URL: http://www.jstor.org/stable/40397996 . Accessed: 18/03/2013 20:56 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor
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the primary suppliers in the rapidly expanding and evolving cellular telephone industry. While each of these structural modifications has generally improved the operating performance of Appex for a short period of time, ultimately each different structure has introduced a new set of inefficiencies and barriers that constrained the innovation, performance, and growth of the company. Consequently, Appex is no longer structured to effectively deliver on its overall vision through its strategic plan
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and productivity. In this theory, people are seen as being most productive when there are well-defined tasks for them to complete. This theory is “built around four elements: division and specialization of labor, chain of command, organizational structure, and span of control” (Sullivan & Decker, 2009). By dividing the specific tasks to be done and to fit the people into this design, it brings about maximum efficiency to the organization. The chain of command is the hierarchy of authority and
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Chapter 10 Defining organisational structure and design Organisational structure The formal arrangement of jobs within an organisation. Organisational Structure and Design Organisational design A process involving decisions about six key elements: Work specialization Departmentalization Chain of command Span of control centralisation and decentralisation Formalization Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia Robbins, Bergman, Stagg, Coulter:
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