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PepsiCo's Organizational Structure, 2008.
An analysis of the effective and efficient model of organizational structure and management within PepsiCo.
899 words (approx. 3.6 pages), 6 sources, MLA, $ 31.95
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Abstract
This paper discusses PepsiCo's organizational structure and describes how it has used this structure effectively in the past. It describes how their organizational structure is solid enough to manage its massive food and drink empire. It also looks at the way in which PepsiCo's organizational structure is dynamic enough to take advantage of new opportunities, such as emerging markets, resource availability and acquisitions.
From the Paper
"When it comes to physical assets there are three ways PepsiCo's dynamic structure can be of benefit. First, PepsiCo has the ability to bring their white collar job openings to where the talent is rather than recruiting employees to come to them. PepsiCo has recently taken advantage of this ability in Chicago. As Julie Johnsson and Greg Hinz (2005) write, "After losing thousands of white-collar jobs during the last recession, downtown Chicago is seeing a resurgence in brain power as big companies open splashy offices designed to attract professionals in their 20s and 30s who don't want to trek to the burbs" (p. 1). The resurgence Johnson and Hinz are talking about includes PepsiCo moving its Gatorade Sports Science Institute from Texas to Chicago. By doing this PepsiCo is taking advantage of an abundant professional workforce and underutilized, therefore affordable, office space."
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Organizational Structure and Behavior, 2002.
A discussion of the need for good organizational structure and behavior in order to make organizations run successfully.
2,811 words (approx. 11.2 pages), 10 sources, MLA, $ 83.95
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Abstract
This paper examines how due to changes in the corporate sector in America, CEOs need to adopt and implement new and better organizational tools to not only make their operations smooth and successful but also manage the overall structure and behavior properly. Organizational structure refers to the way management is organized in a firm and the way responsibilities and duties are assigned to various levels of employees. It evaluates how we need to understand that organizational culture, structure and behavior are inter-related terms where each depend on the other and how it is extremely important to understand that firms differ from each other on the basis of their culture and structure. It shows how change should be more in the form of new strategies and better policies and how if the leadership manages to introduce some new plans and policies, which are accepted by the staff, there would be an air of hope and people would be willing to work harder.
From the Paper
"In short when the organizations are unable to perform well on a consistent basis, the reasons go deeper than the conditions of the market apparent on the surface. Thus it is extremely important for the company to find out where it is going wrong and how improvement measures can be introduced. The things can usually be improved only after the company has made an honest assessment of its problems. Once the problems have been identified and their gravity accurately assessed, the company can focus its attention on introducing appropriate changes."
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Firefighting: Organizational Structure and Customer Service, 2006.
An analysis of the past, present, and potential future organizational structure of fire departments in America.
2,069 words (approx. 8.3 pages), 6 sources, MLA, $ 65.95
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Abstract
The paper reviews the history of firefighting in America, focusing on the growth of camaraderie among firefighters and the changes in organizational structure. The paper discusses the differences in communications between departments caused by logistics, such as the presence or absence of a 911 system. It compares the structures of volunteer and career departments, and how staffing differs. The paper identifies other areas of customer services offered besides the fighting of fires, such as emergency medical services. In conclusion, the writer extrapolates that there may be changes in the future of fire departments' organizational structures to accommodate increased demands for customer service.
From the Paper
"The formal organization of fire departments began just before the Civil War and then recommenced after the war was over. This is one reason why the leadership hierarchy of fire departments is similar to the military. Many of the ranks are the same as in the military and the terminology (e.g., rank, command, unit, battalion) is the same. The structure of fire departments did not change much as some departments first became paid departments. The structure of command was already in place and was not altered simply due to compensation now being paid. Over several decades of paid departments being managed by government entities, some structural changes have occurred in the paid departments. Certain functions, such as hiring, and budgeting have been removed from the individual fire stations, but the chain of command stayed virtually unchanged from a century before. This hierarchy provides for a continuity of leadership when responding to calls, no matter who is on duty."
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Organizational Structure, 2004.
A comparison of traditional organizational structures to other types and a look at what influences an organization's structure.
1,100 words (approx. 4.4 pages), 9 sources, APA, $ 38.95
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Abstract
An organization?s structure is one of the key factors in whether or not an organization is operating efficiently and effectively. Yet, it is one of the more ubiquitous facets of an organization. An organization?s structure does more than just identify the chain of command; it demonstrates the values of the organization and lays out the individual?s responsibilities for the organization?s success. This paper describes the formal, or traditional, organizational structure and how it compares with other structures. In addition, it discusses how informal culture affects formal structure, as well as the role of power and politics within an organization?s culture. Finally, this paper discusses which leadership styles are most effective for traditional and informal organizational structures.
From the Paper
"Combining divisional and functional structures is the design of a matrix structure. (Harris & Raviv, 2002) Unlike a traditional structure, the matrix structure is not typically utilized for the entire organization. Organizational members that are part of the matrix usually have a central base they function from, but have the flexibility to work with other groups or on special projects, as the organization?s needs demand."
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Organizational Structure and Leadership, 2005.
This paper analyzes the organizational structure and leadership in consultation with the Chief Operating Officer (COO) of the Smith and Falmouth (S & F) Company.
1,260 words (approx. 5.0 pages), 6 sources, MLA, $ 42.95
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Abstract
This paper explains that S & F Company has a functional structure because different departments specialize in a specific area where a manager with a specific, appropriate skill-set supervises the teams. The author points out that the COO needs to be aware of the social networks within the organization, the motivation of the employees who may be "playing politics" and the different ways in which different individuals use their power within the workplace. The paper relates that there is a strong need for the COO to use both participative or transformational and supportive leadership styles in dealing with the teams at S & F.
Table of Contents
Introduction
Organizational Structure
Informal Structure
Power and Politics
Leadership Style
Conclusion
From the Paper
"S & F Company has a great deal of social networking within and among the different departments. This informal structure has many benefits but it can also create conflict and concern. The Project Manager (PM) has developed a significant amount of respect from his colleagues and his team, both professionally and socially. This can be beneficial in many ways, yet in this case, it has also affected the organization in a negative way. As the PM's duties have been reduced due to the assignment of the COO, the other managers and teams are feeling some resentment and frustration. While this can be an obstacle, the COO can use this informal structure to his benefit. If addressed correctly, the PM can be used as an ally to buffer the situation at hand and motivate the teams and their managers."
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Mobile Telephone Industry Organizational Structure, 2002.
Analyzes the organizational structure of Ericsson, Nokia and Motorola.
806 words (approx. 3.2 pages), 5 sources, MLA, $ 28.95
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Abstract
This paper looks at the they way three companies in the mobile telephony industry - Ericsson, Nokia and Motorola - have structured the workings of their organization. It shows how these organizations are divided and how their operations run. The paper concludes that all three organizations constantly endeavour to review their organizational structures regularly, along with other management strategies and performances, so as to maintain the leading positions in their respective core business areas.
From the Paper
"The company adopts a more flat organizational structure compared to Nokia and Ericsson and grants more authority to the second level management. Within divisions,the Vice Presidents of the respective segments are authorised to adopt the ideal organizational pattern ? as an example, matrix approach for new product development divisions/departments,whereas a line or staff structure for production area. The company favours interdepartmental and cross functional teaming of employees and also adopts employee empowerments schemes to make good the lacunae in organizational structure, caused due to centralization of functions. The flat organization of Motorola enables the implementations of management decisions at a faster rate."
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Organizational Structure, 2002.
A study of the types of organizational business structures and their management styles.
3,150 words (approx. 12.6 pages), 12 sources, MLA, $ 91.95
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Abstract
The paper examines at length the key components that result in the success or failure of a business organization. It argues that if the organizational goals and objectives are achieved properly, then the long-term stability of the organization is achieved. The paper discusses at length each organizational structure style: Traditional, bureaucratic, system-oriented, project-oriented, networked, market-oriented and matrix. The author describes in each business style the managerial role and their command style.
From the Paper
"Management styles have always been debated. Confucius, in 500 BC, tried to persuade the feudal kingdoms of ancient China that an effective leader could be humane, benevolent and just; and, still win the respect and admiration of his subjects as the ruler of a prosperous kingdom. Organizational design concepts have been constantly evolving since the last fifty years. These changes have been generally been initiated either by the customer or the organization that provides a service for profit or otherwise. Occasionally, a change in management style is forced. It might be the result of unanticipated occurrences. The environment in which an organization operates is also constantly changing. Change is good. An organization that will accept change for betterment of its goals and aims often comes out ahead of the competition.(Mukherjee and Mukherjee, 2001)"
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Organizational Structure Metaphors, 2004.
An analysis of different metaphors used in organizational structures.
2,213 words (approx. 8.9 pages), 13 sources, MLA, $ 68.95
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Abstract
This paper discusses various metaphors used in organizational structures. The paper explains the military or mechanical model metaphor and the organic or biological system metaphor. The paper also examines the cognitive system metaphor and the ecosystem metaphor. The paper presents a discussion as to how effective the metaphors are in enabling a greater understanding of organizational processes to be developed.
From the Paper
"In today's hyper-competitive world, organizations struggle daily to garner and maintain valuable market share. Thanks to globalization, businesses are experiencing competition from all four corners of the globe. It is now common for competitors to operate in completely different environments, both internally and externally. Despite the increased opportunities offered by globalization, it becomes increasingly difficult for some companies to remain competitive. As such, aspects such as "superior/subordinate relationships, leadership, teamwork, motivation, and conflict management" (Norris, 2000, p. 105) become ever more important, and each of these hinges upon the organization's structure."
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Organizational Structure Questions, 2005.
Summarizes chapters relating to organizational structure.
2,025 words (approx. 8.1 pages), 2 sources, $ 80.95
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Abstract
One part of this paper presents a summary of three text book chapters, on two metaphors for an organization (the organism and the brain) as well as a chapter on corporate culture and how to assess it. The other part of the paper is an essay proposing a metaphor to describe an organization, and how and why it does so. In this case, the metaphor chosen was that of the family.
From the Paper
"Organization as a Metaphor. One metaphor that almost immediately comes to mind, especially these days, is that of the organization as a family. On one level, the similarities (at least if we look at it idealistically) are so marked that this almost does not seem like a metaphor at all. After all, if two things are analogous, or if they are meant to fill the same niche or function in a similar way, they are not metaphors for each other."
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Organizational Behavior: Organizational Structure Metaphor, 2006.
An assessment of the Emperor penguins' organizational effectiveness as a metaphor for organizational structure.
3,470 words (approx. 13.9 pages), 12 sources, APA, $ 97.95
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Abstract
Out of thousands of living creatures populating our planet, Emperor penguins represent one of the most inspirational natural metaphors for modern organizational behavior. The paper shows that Emperors put their skills and abilities to good use; they utilize their resources effectively; they overcome numerous obstacles to help the organization internal processes flow smoothly. Finally, they accomplish their common goal. Emperor penguins flourish in the place where few living things can survive. The paper shows that as we study Emperor penguins, we cannot help drawing parallels. What if the workplace worked like this? An employee and a manager could take some lessons in the areas of protection, sacrifice, cooperation and teamwork.
Paper Outline:
Abstract
Organized Penguins
Skills and Abilities
Group Development Process - Adult Penguins
Group Development Process - Chicks
Roles and Norms
Teamwork Effectiveness
Leadership and Decision-Making
Managing Team Conflict
Organizational Effectiveness
Conclusion
References
From the Paper
"Another criterion of assessing organizational effectiveness is resource acquisition. Emperor Penguins rely on the ocean as their only food source, so it must be within reach of every mature penguin or they will starve and die. The acquisition of heat can be seen in the huddle where penguins must cooperate during storms or they will freeze to death. The acquisition of safety can be seen in the protection of their chicks from predators. Acquiring a mate takes a certain amount of skill and determination as well. The "healthy systems" approach is in effect in the rookery because we can see the genuine sense of community."
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Organizational Structure, 2005.
This paper evaluates the organizational structures of three different companies: Verizon, Sears and NASD.
900 words (approx. 3.6 pages), 2 sources, $ 35.95
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Abstract
This paper explains that Verizon, Sears, and NASD possess unique opportunities for advancement within their given industries. The author points out that each organization is strong in unique way, and they possess considerable key organizational strengths that have fueled their successes. The paper evaluates these differences in greater detail, describing the successful components of each organization in order to identify their strengths and weaknesses.
From the Paper
"In modern society, today's companies possess unique and diverse organizational structures in order to satisfy a laundry list of objectives. It is expected that these differences in structure and operations are key components of the success or failure of a given business, and that the stronger organizations with the most effective operations, strategies and employees are more likely to prevail. Three organizations in different business areas, Verizon, Sears, and NASD, are worth further examination because of their commitments to improving their organizational structures in different ways. The following discussion evaluates these differences in greater detail, describing the successful components of each organization in order to identify their strengths and weaknesses. Verizon is one of the world's largest telecommunications companies, with a substantial workforce employed around the world."
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Organizational Structures, 2007.
This paper provides an overview of different organizational structures.
2,844 words (approx. 11.4 pages), 10 sources, APA, $ 84.95
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Abstract
The paper explores four distinctive types of organizational structures; functional, divisional, lateral and matrix. The paper examines each structure in terms of utility, purpose, strengths and liabilities. The paper concludes that selection of the right organizational structure can maximize the organization's potential to meet stated goals and achieve desirable outcomes.
Outline:
Introduction
Considerations of Organizational Structure
Functional Organizations
Divisional Organizations
Lateral Organizations
Matrix Organizations
Conclusion
From the Paper
"Organizations can take many different forms, and the principle reason for diversity of form is found within the need to meet specific strategic goals. A well-designed organization acquires a structure that facilitates relationships between departments, teams, and individuals. Communication, movement of management directives, and similar organizational traits are integrated into the system, indicating that the associations between labor, job tasks, individual responsibility, and authority all need to be considered when identifying which form of organizational structure is appropriate for a specific organization."
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Management and Organizational Structures, 2005.
A paper on management styles and organizational structures and strategies in the UK.
1,545 words (approx. 6.2 pages), 4 sources, APA, $ 50.95
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Abstract
This paper presents a proposal for identifying management styles and organizational structures and strategies in the UK. The paper points out that both organizational styles and management principles have undergone substantial changes in the past century and that the key components that result in the success or failure of an organization are the organizational goals and objectives. The paper also points out that leadership accounts for the greatest variance in the organizational structure and that no matter what the organizational structure, a leader with clearly defined goals and objectives will always be able to motivate his employees to perform at their best.
From the Paper
"Organizational structure is an entity made up of elements or parts (such as people, resources, aspirations, market trends, levels of competence, reward systems and departmental mandates) that impact each other by the relationships they form. A structural relationship is one in which the various parts act upon each other, and consequently generate particular types of behavior. (Fritz, 1996) All organizations, no matter how big or small, require some form of structure or a formal arrangement of relationships and work-duties in order to survive and grow."
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Organizational Theories And Structure In Post-Industrial Era, 2002.
Discussion of the origins and contributions of the postmodern or post-industrial organizational theories.
1,900 words (approx. 7.6 pages), 4 sources, $ 71.95
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Abstract
Organization theory and structure have gained tremendous attention in the past two decades as world changes forced management gurus to find out what kind of organizational structure was required to extract maximum productivity. Social, political and cultural changes have contributed towards formulation of better organizational theories. While each theory claimed to possess a new meaning, they were all based on similar ideas and thus twenty years hence, they would all come to be labeled as postmodern or post-industrial organizational theories. These theories have helped in identifying the factors, which are leading to change, in organizations.
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Case Analyses of Elements of Organizational Structure, 2002.
This paper is a collection of ten case studies of problems in organization structure, which gives a brief analysis for each company.
2,540 words (approx. 10.2 pages), 15 sources, $ 76.95
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Abstract
This paper briefly discusses a case study in organizational structure for each company: Federal Express, Boeing Company, Boeing Company, Continental Airlines, Mondragon (a Spanish company),Bank of Tokyo-Mitsubishi, NYNEX, Inter-Continental Hotels and Resorts, Starbucks Coffee, Texas Utility Company and CSR (an Australian conglomerate). The author, in one brief, explained to establish its marketing service quality program, Federal Express determined what was most important to overnight shippers. The author, in another brief, suggested that the decision to move from the development of generalists to the development of specialists might not be suitable for smaller firms; in smaller firms, personnel often must be multi-talented or generalists.
Table of Contents
Controlling Customer Satisfaction
Balancing Customer Service and Production Floor Control
Controlling Safety and Promoting Efficiency
Establishing a Market Position and Motivating Employees
Controlling Efficiency through the Development of Specialists as Opposed to Generalists
Controlling Human Resource Costs through Downsizing
Responding to Globalization through Organizational Restructuring
The Motivation of Employees Through Empowerment, Superb Benefits, and Profit-Sharing
TXU?s Responding to the Threats and Opportunities of Deregulation by Restructuring to Enter New Industries
Responding to Globalization by Acquiring a Foreign Subsidiary
From the Paper
"In the early-1990s, Federal Express was confronted with increasing competition and the need to assure high levels of customer service and customer satisfaction. Federal Express implemented an organizational design that included a shift to team-based organization and the empowerment of team members to make decisions on the spot for customers."
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