Types and Functions of Organizational Structures

Types and Functions of Organizational Structures The structure of an organization is very similar to that of a house or any other building. Before the building will stand up, it has to be based on solid foundations. Then the organization structure generally is establishing internal authority relationships, responsibility for work performance, and paths of communication and control required for a company to achieve its objective. After that, what is the function of organization structure? Well, there is few function are there. First is setting strategic direction, by this function we know how the organization was going and how it is going to get there. Next is identifying core values, this is about what the organization stands for and also what it does not stand for. Leading with vision, is to encourage the employees, the customers and the other stakeholders. Setting objectives, important for the company to set goals of the organization, or what it is going to try to achieve next. Next function is talking decisions and action to move toward the objectives, this is about what the future planning for the company and know which direction is the company heading. Directing, controlling and coordinating, this is for moving the organization towards its goals. Next is evaluating performance and lastly is reviewing strategic direction, to make sure the organization is using the correct strategic to avoid any lost. Type of organization structure There is still many other type of organization structure around like cluster structure, regional structure, flat structure and more. But then the chosen organization structure by me is Customer Structure, Functional Structure, Matrix Structure, Network Structure, Process Structure, and Product Structure which is easier to see in the real world. Based on the research the functional structure is most beneficial to the company we have selected. Below is the chosen organization structure for this assignment. Customer Structure Structures around customer segments are successful where there are obvious customer segments defined by need, economics, distribution and other key attributes. Divisional/customer structures are effective: where well-defined customer segments have been identified; or when selling products/services unique to segment; or when using buyer strength; or when leveraging customer knowledge advantage; or when requiring rapid customer service and product cycles; or when perceiving minimum efficiencies of scale in functions or outsourcing; or when promoting a strong marketing/customer-focused culture. Royal Philips Electronics  [1]  is an example of a customer-facing structure. Functional Structure A functional structure is a highly traditional structure and is often found in strong command and control organizations such as the military. The key strategy of functionally focused organizations is to maximize margins through leveraging economies of scale and functional expertise. Functional structures are effective when: there are stable and undifferentiated markets with well-understood customer requirements; or there is a successful, control-focused enterprise culture; or there is a small, single product line; or there is scale or expertise within each function; or there is long product development and life cycles; or the organization works to common standards. The functional organization has some obvious advantages, but it also has large disadvantages. The expertise in the organization is centralized and enabled to develop further. This will also involve a kind of cultural homogeneity: People have the same academic background, they use the same technical models, and they perform tasks within the same function. All these factors are seemingly fine, but the problem is that the different professional groups distinguish themselves, distance themselves from each other, do not understand each other and easily come into conflicts with each other. Under the functional structure, major functions are the focus. Product knowledge is centered in manufacturing, engineering, and marketing, and management of each of these departments is responsible for both domestic and international activities. Advantages of the Functional Structure First is Emphasis on functional expertise. The key business tasks define work and functional expertise is brought to bear on all aspects of the operation. Second is tight control. This centralized functional approach permits a small staff to control the firms operations. Top management has authority and operational responsibility. Third is Prevents We versus Them conflicts. The absence of secondary profit centers prevents internal conflicts. Disadvantages of the Functional Structure First is weak regional coordination. Disputes between functional managers must often be resolved at the corporate level. The CEO is often asked to solve problems in areas in which he or she lacks expertise, such as international business. Second is in firms with multiple product lines, functional structure can lead to top-heaviness. In multiproduct firms, functional managers need expertise in each product, or a functional manager is needed for each product. Matrix Structure An overused word, the Matrix has a particular meaning in structural terms. In organizational structure terms, Matrix is the version in which staff from different function work together on projects in a matrix pattern. So, a finance manager can cooperate with a sales person to secure a new contract or to rescue the costs of serving a client. The benefit is that the organization can respond quickly and effectively to changing demands from either a client or the business environment. In the process, the skills and experience of the team can be developed and honed quickly and successfully. Against this, there can be confusion on reporting conflicts and the organization can appear to be fragmented and constantly in a state of flux but, then many organizations are constantly changing anyway. Matrix structures typically operate in two dimensions and are usually one of three types: functional matrix, balanced matrix or project matrix. The aim of the matrix structure is to provide customers with innovative where: or core work is project-based or the work requires small groups of people; or projects require highly specialized skills and knowledge; or project skill requirements vary greatly; or labor cost is a prime economic driver. General Motors  [3]  is an example of a matrix structure. Network Structure Network structures are valuable for fast-moving organizations that are highly innovative and operating in an environment that requires speed, flexibility and high levels of customer focus. In network enterprises work is organized around team and unit delivery, often because units have distinctively different ways of working. However, as the units work in combination, the delivery to the customer is seamless. The movement of a parcel from point of dispatch to point of delivery, via a company such as UPS  [4]  , is an illustration of a network structure. Process Structure As the name suggests, the focus here is on the process of how to go about the work, usually in a smooth, almost horizontal way. There is often virtually no vertical function in that, provided a team keeps its clients and other stakeholders happy, it is left alone to get on with its job. This type of structure can enhance cross functional working and general cooperation. On the downside, it can also result in the work flow being regarded as more important that the end product, so quality can suffer. Responsibility can also be diffuse, which can be disadvantages to some employees and customers alike. Perhaps the major issue is that the vertical chimney effect can blind managers to the possibilities of stronger cooperation, tighter cohesive strategic thinking and the benefits of centralized, corporate planning. In this structure the focus is on processes where core services are operated across the enterprise. Internal support services are frequently organized in this way but customer-facing services are equally well served by this structure, which is a good alternative to the functional structure. Process focused structures work well when: or there are well-defined processes serving different customers (internal/external); or there is potential for new processes and/or radical change to processes; or there is a requirement to reduce working capital; or there is a need to reduce process cycle times; or there is little interdependency between core processes; or there are different cultures/workforces between core processes. Product Structure A divisional/product structure is the most appropriate in a business where there are low synergies between the buyers and the distribution channels of the different divisions. Typically, in this structure each division runs as an independent business unit. Divisional/product structures are effective when: stakeholders perceive low synergies between products; or there are different purchasing process/distribution channels; or there are different operating requirements for success; or there is a different competitive environment; or there are short product development and life cycles; or there is a minimum efficiency of scale for functions or outsourcing. Product organization is a significant form of organization today. It is particularly useful in organizations with clearly separated product groups or services. Quick changes in competitive conditions and technology cause great advantages for this organizational form in preference to functional organization. The advantages of product organization are that the specialists in the organization are able to focus on one specific product group and make quick decisions. Also, the final result will also be much clearer than in functional organization where responsibilities are often volatilized. Danone  [5]  is an example of an organization structured on product lines as the following extract from its website illustrates. In order to handle such a task, many organizations have experimented with different structural solutions, which include setting up groups or project groups across the established structure (basic organization). The language use in there solutions is a bit hesitant. There are three types of organizations; ad hoc organizations, project organizations or matrix organizations. It is not a matter of making repairs on an organization but of developing a double-acting organization in which large parts of the organization is prepared to live with crossing lines. Comparing Structures Conclusion For the organization structure, the decision of structure that has chosen is functional structure. Why choose this? Because

Korean American :: essays research papers

â€Å"The Korean Experience in America, 1903 – 1924† The Korean experience in America during the years 1903 to 1924 is very unique. When compared to other East Asian immigrants, Korean immigrants were relatively small. Most of them were students and agricultural laborers who emigrated to Hawaii as plantation laborers. Many of them decided to come to America due to constant invasion by Japan and also to earn lot of money. Those immigrants happen to be an important factor on Korean history. During the years 1903–1905, 7226 immigrants came to Hawaii. These immigrants hoped to earn enough money in 3 or 4 years and open a business in their homeland. Of the 7,226 immigrants, roughly 6000 were male adults, 600 were women, and 500 children. Just about 60% of them stayed and rest went back to Korea or moved to the continental United States. Within less than a decade, the Korean immigrants found themselves in danger of losing their homeland to Japan. This would mean that they wouldn’t have their own country to go back to. In 1910, Japanese took over Korea. That’s when many Korean immigrants started to get involved in the Korean independence movement. After nine years of Japanese Annexation of Korea in 1910, around 540 student were admitted for study at American schools. Most of these students were political refugees so they became an addition to the Korean community. Korean immigrants started to form anti-Japanese programs to free their country. This was a great concern to Japan. Japanese government decided to grant Korean women who were willing to move to America as marriage contracts to calm Korean immigrants from contributing to anti-Japanese programs. This decision didn’t change Korean immigrants from involving in Korean independence movement but made them more desperate to get their country back for their daughters and sons. By the time 1915 – 1920, Korean immigrants made enough money to start small business like laundry, barber, restaurant, shoe repair services, and so on. This meant that they were able to donate more to political activities. Korean immigrants built school for their children and churches. Korean immigrants were getting settled in America. They even had Korean newspapers to tell people what was going on with Korea. On the other hand, Korean political activists started to rise to start a movement, like Syngman Rhee, An Chang-ho and Pak Yong-man. These leaders tried to free Korea by trying to attract the attention and support of the American public.

Advantage and Disadvantage of Agriculture

Role and impact of biotechnology in modern agriculture. Biotechnology offers prospects in addressing problems concerned with agricultural productivity and environmental safety. In order to cope up with the ever increasing population of the current world, biotechnological intervention to supplement conventional plant breeding efforts is indispensable. Some of the issues that can be addressed using biotechnological techniques are crop production of superior quality, mass production of uniform planting materials, compensate land shortages and genetic improvement of the plant. pic][pic][pic][pic]A few of the advantages perceived in the use of biotechnology in agriculture are rapid multiplication of plant species, breeding of resistant varieties, diagnosis and control of disease in crop and livestock, utilization of crop residues and animal waste. Some of the disadvantages are high cost of research and development, endangering biodiversity, genetic erosion and lack of access for poor farm ers to use new varieties. Thus, in introducing biotechnology in agriculture, it is vitally important to study and assess the overall circumstances, such as cost effectiveness and impact on environment.Agriculture is of primary importance in the National Development Program. Biotechnology, as a new frontier in agricultural sciences, has opened new avenues for the solution of agricultural problems. The application of biotechnology in agriculture offers many possibilities for filling the gaps found in conventional research methods and is therefore, not intended to replace all conventional methods, but to provide a more reliable approach in achieving economic gains.Many new tools are now available, particularly from research in the areas of molecular biology, genetic engineering, and cell and tissue culture as well as from intensive application of microbial technology. The initiation of research and development in agricultural biotechnology dates back to the late 1970s when tissue cultu re techniques such as embryo culture and anther culture were first introduced as means to produce virus-free crops and improve crop quality in the production of vegetables, flowers and fruit trees.Virus free potatoes, garlic and strawberry are already in the market for farmers. Production of high yielding rice varieties are good examples of success achieved by the use of anther culture techniques in rice varietal improvement. Read more in Engineering  «Ã‚  Difference Between Diesel and Gasoline Engines Ohm’s Law  Ã‚ » Various technical barriers that have to be overcome are the establishment of transformation systems in agriculturally important food crops and regeneration of fertile plants from transgenic plants.In the areas of gene manipulation and transformation, well trained scientists are needed. Most of the laboratories involved in plant biotechnology carry out tissue culture research, mainly the development of media protocols for micropropagation. Over the years, met hodologies for disease elimination by meristem culture and / or micropropagation and in vitrogermplasm conservation have been developed for fruit crops (banana, strawberry and pineapple), root and tuber crops (potato and sweet potato), ornamentals, cut flowers (orchids, lilies) and a few medicinal plants.Research is also underway to perfect micropropagation technology for tree species which are endemic. Tea, potato and banana are being produced on a commercial scale using established micropropagation techniques. A near commercial line of sugarcane, resistant to smut, has been produced through in vitromutagenesis. Molecular biology approaches for crop improvement have been conducted with little success. pic]Evidently, all the countries have been able to recognize their objectives and goals more clearly in the use of biotechnology in agriculture and have initiated appropriate policies to meet some of the challenges posed by critical areas in directing future development. It is hoped t hat biotechnological approaches in agriculture will provide ways and means of utilizing its full potential to benefit the community.Read more: http://scienceray. com/technology/engineering/biotechnology-in-modern-agriculture/#ixzz12cOlCxP2

How Important Was the Strength of Opposition between...

How important was the strength of opposition to the New Deal in the period 1933-37? Michael Bobin When judging potency of political opposition, one has to consider both direct and indirect variables; the size of its following, the possibility in reality of the opposition working, and both its direct force and its indirect influences. All of these come into play in opposition to Franklin D. Roosevelt’s New Deal from 1933 to 1937, which was brought in as his attempt to raise America out of the Depression from the Wall Street Crash. As an extremely experimental project, it is easy to realise that Roosevelt would receive opposition from all sides. The left side of politics believed that Roosevelt’s plans were not taking reform far enough, and†¦show more content†¦However Coughlin’s support slipped when he felt that the President hadn’t done enough to change the bank systems. His National Union for Social Justice, formed in 1935, only polled 882,479 votes to FDR’s 27.7 million in 1936, thus the Reverend’s attacks did not transfer to v otes. Coughlin’s slip towards anti-Semitism and like-mindedness with European Fascist dictators eroded his popularity, due to the hatred of Hitler and Mussolini throughout the US. ‘I am fighting Communism, Huey Longism, Coughlinism, Townsendism’ As the traditional rivals to the Democrats, Roosevelt was bound to find opposition from the right mainly in the form of the Republican Party. No matter what Roosevelt did, as a rival party the Republicans were likely to pick holes in the New Deal. After it had become apparent that Roosevelt had actually saved the capitalist system in the USA, many of those who had supported this cause now turned against him when he started making changes to prevent future problems. As the party which represented large businesses and the upper class rich families, the Republicans particularly opposed the raised taxing on higher earners via the Revenue Act of 1935, which became known as the ‘Soak the Rich’ tax, which Leuchtenburg comments on by saying ‘Roosevelt’s tax proposal, the first which reached directly into the pockets of theShow MoreRelatedRoosevelt and Isolationism5742 Words   |  23 Pageswould address the congress: Yesterday, December 7, 1941 - a date which will live in infamy - the United States of America was suddenly and deliberately attacked by naval and air forces of the Empire of Japan.... 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