EFFECTS OF INTRAPRENEURIAL PRACTICES ON COMPETITIVENESS OF MEDIUM SIZED ENTERPRISES IN NAKURU MUNICIPALITY OLILO NICODEMUS AMBOYE A Research Project submitted to the Graduate School in Partial Fulfilment for the Requirements for the award of Master’s Degree in Business Administration of Egerton University EGERTON UNIVERSITY OCTOBER 2012 DECLARATION AND RECOMMENDATION This research project is my original work and has not been presented to this or any other Institution of higher learning
Words: 16855 - Pages: 68
Smith and Falmouth (S&F) is a small mail order network and tele-shopping company that operates in Canada the U.S. Smith & Falmouth's Online has an organizational structure that is decentralized. As Chief Operating Officer (COO) of S&F, the following goals must be achieved: streamline online operations, increase the reach of the online sales channel, and create S&F Online to a profitable strategic business unit in nine months (University of Phoenix, 2004). To obtain this success, the following must
Words: 1794 - Pages: 8
Journal of Comprehensive Research, Volume 8, Page 13 Organisational Behavior ORGANIZATIONAL BEHAVIOR Dr. I. Chaneta Faculty of Commerce University of Zimbabwe ABSTRACT Mullins (2005) defines organizational behavior as the study and understanding of individual and group behavior and patterns of structure in order to help improve organizational performance and effectiveness. Cole (1998) states that organizational behavior is a term applied to the systematic study of the behavior of individuals
Words: 2031 - Pages: 9
Organizational Structure Paper MGT/230 Organizational Structure Paper A successful company is like a well-oiled machine. It is made up of many small individual components that alone cannot do much, but when assembled together, it can be a powerful machine. A company’s organizational structure must be almost perfectly planned. By generating an organizational arrangement, a company generates lucidity and liability for all staff. This gives you an idea about responsibility for any member of staff
Words: 1191 - Pages: 5
Chapter 07 - Designing Organizational Structure Chapter 07 Designing Organizational Structure CHAPTER CONTENTS Learning Objectives Key Definitions/Terms Chapter Overview Lecture Outline Management in Action Building Management Skills Small Group Breakout Exercise Be the Manager Case in the News 1 Chapter 07 - Designing Organizational Structure LEARNING OBJECTIVES LO 7-1. Identify the factors that influence managers’ choice of an organizational structure. LO 7-2. Explain
Words: 11230 - Pages: 45
product development process, resulting directly into the failure to respond fittingly to the market demands or changes, was gradually got rid-off via inculcating the management philosophies (like, assigning highest priorities to the commitments made, creation of a sense of urgency, fetching greater employee productivity, unifying the management and employees etc.). New performance milestones (cycle time, unit product costs, innovative products and product quality) were also set in place with an aim to
Words: 1836 - Pages: 8
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
Words: 1116 - Pages: 5
[pic] | |peter senge and the learning organization | | | |Peter Senge’s vision of a learning organization as a group of people who are | | | | |continually enhancing their capabilities to create what they want to create has been | | | | |deeply influential. We discuss the five disciplines he sees
Words: 6684 - Pages: 27
6752 would be timely to create and instill the type of culture they thought would be most appropriate for their organization. After several weeks of brainstorming, writing, debating, and rewriting, the management group eventually produced a document called “Falcon Values” which described the culture of the company as they saw it. The organisational culture statement covered such topics as treatment of customers, relations among work colleagues, preferred
Words: 1370 - Pages: 6
AERO Group’s Aftermarket Case Analysis In this case, the internal organizational problem has been the main issue. The lack of synergy, functional connectivity, and control within the finance function of Aero Aftermarket arose many challenges within the company. The employees even disregarded the code of conduct which emphasizes the expected behavior and way of doing business in the company. This created a very expensive consequences where the informal transactions and huge accounting
Words: 1993 - Pages: 8
