Organization Structure Simulation Essay Example for Free

Organization Structure Simulation Essay Organization Structure simulation Organizational structure is the division of labor and the patterns of coordination, communication, workflow, and formal power that guide organizational activities. An organization’s structure reflects the company’s culture and power relationships and can establish new communication patterns and align employee behavior with the company’s mission, vision and goals. The organizational structure enables effective communication and smooth workflow, but organizational culture is its underpinning. Organizational culture is the basic pattern of shared assumptions, values and beliefs that govern behavior within a particular organization. Organizational culture is a deeply embedded form of social control. It is the social glue that bonds people together and makes them feel part of the organizational experience. The culture of an organization should be compatible with its structure to ensure organizational success. Many teams fail because the organizational structure does not support them. Teams work better when there are few layers of management and teams are given autonomy and responsibility for their work (McShane Von Glinow, 2004). Understanding and addressing the need for alignment of organizational structure and culture with a company’s mission, vision and goals will help business leaders to craft effective strategies for successful change management, enabling them to deal with resistance to change effectively thus increasing the productivity of their organizations. This paper will explore several structures in organization design and organization design choices with emphasis on those that will best suit Synergetic Solutions, the company in the Organization Structure simulation. Company Background Synergetic Solutions is an information technology (IT) solutions company in the business of system integration—assembling and reselling leading computers brands. It has 300 employees most of whom are in the sales and service departments in five locations throughout the East Coast. Most of Synergetic’s employees have only basic computer assembling and troubleshooting skills, while a few higher-skilled individuals work as the specialists. Two years ago when the system integration market was suffering from stagnation Harold Redd, the Chief Executive Officer (CEO) of Synergetic pursued some ventures in the network solutions business of designing and implementing complex computing networks. He had four of Synergetic’s brightest engineers trained and certified on networking technologies, a tactic which proved very profitable for the company. Recently Synergetic won a contract worth $1. 2 million for designing a network, and contracts worth $5 million are already on the horizon. As a result, the networking solution business is now 20% of the total revenues of the company, which currently stand at $6 million. Encouraged by the early success of this tactic, Harold Redd has made an important strategic decision to focus on the networking solutions business and raise its revenues to 80% of total sales, which are targeted at $12 million at the end of the next nine months. He has also set quarterly growth targets for revenue and measures of employee involvement such as productivity and absenteeism, based on industry benchmarks. Harold has given you a clear mandate— turn the business on its head and make Synergetic into a networking design ‘hothouse’ from just a computer trading organization within the next nine months. The challenge of the simulation is to redesign the work environment and organizational structure at Synergetic to move from the present departmental structure to the new team-based structure, developing new HR policies and programs to help employees make the transition. It is also necessary to improve current employee skill sets and/or hire new employees with relevant skills (Apollo Group, Inc. , 2003). Organization Structures In today’s turbulent business environment where most competitive advantages last eighteen months or less, change is the norm rather than the exception. Businesses like Synergetic must focus on building learning organizations that are flexible, open, adaptable, and ready to act (Apollo Group, Inc. , 2003). In the simulation as in real life, sometimes structural changes are necessary to meet the needs of rapidly changing market environment. Making one time changes is no longer enough to meet these needs. Organizations must choose flexible structures that allow for continuous improvement even after they put new processes in place. When an organization is small, a sole proprietorship or partnership where face-to-face communication is frequent, formal structure may not be necessary. As the organization grows larger into a corporation or limited liability company, a more defined structure becomes necessary to facilitate decision making in the delegation of various tasks. Business leaders respond to this need by creating and establishing management procedures and structure to assign responsibilities for essential functions. These decisions and procedures determine the organizational structure within the organization (Jones, 2004). There are several organizational structures that can be implemented by organizations. These organization structures are from two different viewpoints, traditional and contemporary. The traditional models such as hierarchies and bureaucracies are founded on the assumption that organizations exist in a basically calm environment, with changes occurring only as the occasional disturbance. Contemporary organizational structures such as product team structures and multidivisional matrix structures, however, are based on the premise that considers change a natural state and managing change a continuous process (Apollo Group, Inc. 2003). Modern contingency theory holds that to be successful an organization should design its structure and control systems to fit with its operating environment (Jones, 2004). To meet the challenges of an organization’s operating environment, business leaders differentiate and divide workers to match them to tasks that the organization must perform. Differentiation has both vertical and horizontal aspects. Vertical differentiation is the w ay an organization designs its hierarchy of authority. Horizontal differentiation is the way an organization clusters roles into subunits such as functions and divisions (Jones, 2004). A functional structure is a design that groups people because they have similar skills or use the same resources. Functional groups include finance, RD, marketing, and engineering. All organizations begin as functional structures. A functional has the advantage of being simple and straightforward, but it has a disadvantage when it comes to handling complex challenges. An organization needs to adopt a more complex structure when it starts to produce many products or when it confronts special needs, such as the need to produce new products quickly, to deal with different customer groups, or to handle growth into new regions. Synergetic needs a new organization structure because it needs to implement the production of its new product, networking technologies quickly enough to satisfy customer demand. The move to a more complex structure is based on three design choices: increasing vertical differentiation, increasing horizontal differentiation, and increasing integration (Jones, 2004). Most organizations move from a functional structure to some kind of divisional structure: a product structure, a geographic structure, or a market structure. There are three kinds of product structure: product division structure, multidivisional structure, and product team structure. Product division structure is used when an organization produces broadly similar products that use the same set of support functions. Multidivisional structures are available to organizations that are growing rapidly and producing a wide variety of products or are entering totally different kinds of industries. In a multidivisional structure, each product division is a self-contained division with the operating structure that best suits its needs. A central headquarters staff is responsible for coordinating the activities of the divisions in the organization. When a lot of coordination between divisions is required, a company can use a multidivisional matrix structure (Jones, 2004). Product team structures put the focus on the product being produced. Teams of functional specialists are organized around the product to speed product development. Product team structure is the organization structure most suited for Synergetic because the company must transform quickly to deliver a product it has never produced before. The four Synergetic engineers recently trained and certified on networking technologies can be the core of the new product team the company needs to deliver the new product. As the number of products and therefore the number of product teams increases, Synergetic can evolve its organization structure into a multidivisional matrix to more effectively coordinate the efforts of the product teams (Jones, 2004). The team approach has many advantages. One is that lower level employees gain authority and responsibility, and as a result, decision-making becomes much quicker requiring fewer managers. Team members become much more motivated and participate in the change process more often. In addition cross departmental cooperation increases as department barriers come down. It also allows the organization to more quickly adapt to customer requests and environmental changes. The team approach has some disadvantages that Synergetic must take into consideration. The team approach requires the expenditure of larger amounts of time and resources on meetings to coordinate goals rather than on the goals themselves and on productivity. If employees become members of more than one team timing conflicts can become an issue because of increased responsibilities. Because of an increase in decentralization in the team approach, teams may well lose sight of the big picture and commit to decisions that will help their teams but ultimately hurt the organization as a whole (Jones, 2004). Geographic structures are used when organizations expand into new areas or begin to manufacture in many different locations. Market structures are used when organizations wish to group activities to focus on the needs of distinct customer groups(Jones, 2004). Matrix structures group activities by function and product. They are a special kind of structure that is available when an organization needs to deal with new or technically sophisticated products in rapidly changing markets (Jones, 2004). Matrix structure may also be a viable approach for Synergetic because Synergetic is attempting to become a ‘design hothouse’ meaning that the company will need to rapidly develop and market new and technically sophisticated products in the rapidly changing IT market. The matrix structure can be advantageous because it enables total communication between all members of the team allowing for a creative cross-over of ideas and the development of a cohesive corporate culture. The focus is on the success of a particular project or product not the department or team. It is a creativity-based approach that works very well for responding to technological and market changes because it is especially effective at communicating the detail necessary for success in both of those arenas. One of its disadvantages is that the design of total communication may be limited to the senior management only. The matrix structure lacks control from the top and also formal bureaucracy which may become the target of resistance for managers (Jones, 2004). Network structures are formed when an organization forms agreements or contracts with other organizations to perform specific functional value creation activities. The network approach extends attempts to increase horizontal coordination and collaboration beyond the boundaries of the organization. To achieve this organization will create a network structure by means of subcontracting many of its major functions, such as design, transportation, manufacturing and distribution to other companies, and coordinate their activities from a entral headquarters hub. As a result, parts or a networked organization can be added or taken away at any time to meet changing needs (Jones, 2004). The network approach has many advantages. The greatest advantage of a network structure is that it allows an organization to be competitive on a truly global scale. It allows organizations to draw on resources worldwide and as a result achieving the best quality and price. It also allows products and services to be sold worldwide. It promotes flexibility in the work force. Instead of paying a full staff at all times, it allows the company to hire staff as needed. As for the permanent workers, there are challenging opportunities and job varieties because the network approach creates a lean structure in which the organization needs less supervision, smaller teams and fewer administrators (Jones, 2004). The network approach has disadvantages as well. One is that because the company subcontracts some functions, managers do not have control over all operations. Managers must rely on contracts, coordination, negotiation and electronic links to keep operations in order. Another disadvantage is that if one of the subcontracted parts of the organization fails to deliver what the company needs, the entire organization can suffer great losses and even go out of business. Lastly, there can also be a loss of employee loyalty because many employees may feel that they have lost their jobs to contracted companies and services (Jones, 2004). Conclusion Change is the norm for organizations competing in today’s rapidly changing markets. Business leaders in such organizations must have a clear vision of the future, be innovative, be prepared to take risks, and look for new solutions.

Christian G. Appys Working-Class War: American Combat Soldiers and Vietnam :: American History

The Vietnam War, which lasted for two decades (1955-1975), was probably the most problematic of all American wars. US involvement in Vietnam occurred within the larger context of the Cold War between the US and the USSR. It was, and remains, morally ambiguous and controversial. The Vietnam War was slated as both a war against Communism and a war aimed at suppressing dangerous nationalist self-determination. Christian G. Appy's book, Working-Class War: American Combat Soldiers and Vietnam, is a graphic and perceptive portrayal of soldiers' experiences and the lasting effects the Vietnam War has had on the American culture and people. Working-Class War: American Combat Soldiers and Vietnam, is an analytical work that has three major purposes: 1. to show that those who fought in Vietnam were predominantly from the working class 2. to convey the experiences of the soldiers who served in Vietnam and 3. to offer his own scathing commentary of American actions in Vietnam. After World War II ended, Cold War alignments emerged. In 1946, Winston Churchill spoke against the USSR in his "Iron Curtain" speech. George Kennan's "Long Telegram" introduced the concept of containment, arguing that the US could keep communism from spreading by deterring Soviet expansion at critical points. Critical occurrences in1949 brought American communist fears to an extreme level. The Berlin Blockade and the Berlin Airlift, followed by Mao Zedong's triumph over Chiang Kai-Shek's Chinese Nationalist forces, and the successful atomic bomb tests of the USSR all contributed to the hysteria. America was gripped by paranoia, embodied by Wisconsin Senator Joseph McCarthy Communist witch hunts. The escalation period of the Vietnam War, which lasted for a decade (1955-1965) reflected the Cold War conflict in which the US and USSR avoided direct combat and thus avoided the possibility of nuclear war. Instead, the two superpowers battled though puppet forces. While the US backed South Vietnamese government was weak and corrupt, the USSR backed North Vietnamese government was a proud and group of nationalists willing to fight fiercely for Vietnamese unification and against foreign influence. The US faced an enemy that believed deeply in its nationalist as well as communist cause and hated US, and for that matter any foreign intervention. In Working-Class War: American Combat Soldiers and Vietnam, Appy estimates that approximately eighty percent of the soldiers who experienced combat in Vietnam were the sons of blue-collar workers. He presents his definition of

Fcuk Swot

SWOT Analysis Prepared for: Prepared by: 2 September 2008 Introduction I have created this SWOT analysis on French Connection’s Regent St. branch. I have identified and discussed the strengths/weaknesses of the store, and examined the opportunities and threats it may face. Strengths French Connection targets a fashion-oriented customer typically aged 18 – 35 and produces fashion-forward, well made, on trend, accessible clothing. Positioning is in the upper end of the mass market so that pricing reflects the good quality and fashion element of the offer. It is a well-known brand that all young adults can identify. The brand holds a large share of the competitively priced clothing industry, with a large capital they are able to advertise and market the products on television, Internet and large billboards across the globe. During my visit in the Regent St. branch, I found a nice, clean and well presented store. The strong shop window invites for a quick browse. The good layout gives grate opportunities for positioning best sellers, new collection and add-ons. Most of current trends are presented in the new collection. Very good designs in women’s wear satisfying different tastes and needs. Effective merchandising in women’s area, good stock presentation is giving great ideas for matching items and for whole outfits. Good range from classy to casual. Staff has good a product knowledge. Management seems committed and confident. Comfortable shopping ambiance. Down stairs till area good selling point. The location offers a wide range of customers. (high footfall) Weaknesses Poor selection of men’s wear. Men’s Visual merchandising is not as strong as the women’s, although in the shop window they were presented better then the lady’s. Unfortunately I found the men’s area half as effective as the women’s. I know most of the company’s profit is coming from women’s wear but I think there are a lot of potential male customers out there and a little bit more focus on men’s wear would bring them in more often. Customer service: During my visit I was approached once after 15 minutes browsing in the store. The staff seemed demotivated and there was no interaction with customers on the shop floor nor by the till. After trying on an item wasn’t offered a different color in the same style, a different style in the same color or an add-on. Lack of selling techniques) Also I wasn’t informed about witch items are on sale or where can I find them and they are quite â€Å"hidden† so found it a bit difficult to identify them. (Lack of promoting sales in store) Staff left their sections unattended leaving no possibility for me asking for help. (Lack of attention to the shop fl oor) Store’s interior needs a refit with a trendier design. Changing room on the ground floor is tight and during peak hours just disappointment for customers. Kid’s section upstairs easy to miss out for customers who don’t even know there’s a selection for kids. Ground floor till area poor of add-ons, found just a small box of bangles. Opportunities More staff meetings and training on selling techniques, customer service, customer relations (keeping regular customers is one of the first priorities). Doing role plays during quiet times to build confidence. Customer service checklist twice a week monitoring staff performance with regular feedbacks. (constructive criticism. ) More team spirit. On the maping plan assign staff to sections so they’re responsible for it for the day. Great visual merchandising opportunities due to store layout. Monitoring sales week by week and merchandise accordingly. Staff (Men mostly) wearing latest trends this way giving examples for customers what to look for. Sales assistant who’s greeting customers by the entrance promoting sales or at least inform customers where to find items on sale and the new collection. Because of the location lot of tourists are visiting the store, they are a good amount of potential sales. (With the right atmosphere and service it’s easy to get them spending). Under the staircase in the men’s section is a good area for positioning better selling products because that is the only spot what you can see from the upper level when you’re looking down if there’s more to see downstairs. Ground floor changing room more organized and approachable. Local competitors have poor products. Can surprise competitors. Threats †¢ Customers leaving store without purchasing an item. †¢ Theft (Staff not paying attention), high stock loss. †¢ Loosing regular customers and potential regular customers. †¢ High staff turnover. †¢ Poor reputation among customers. ———————– fcuk fcuk

The Merchant of Venice by William Shakespeare Essay example

The Merchant of Venice by William Shakespeare The Merchant of Venice is a play full of different relationships ranging from love and friendships to hate. These relationships are affected by gossips and rumours, which due to the close community are flying around all the time. Money is involved in everything in the play; it is at the centre of work, relationships and rumours. It also holds together and makes the main tension of the play. There are many relationships in The Merchant of Venice. The most common one is friendship. The friendships cross sex, age, race, and class boundaries. And range from very strong ones such as between Antonio and Bassanio to mere acquantancies such as the one between†¦show more content†¦Ha ha, heard in Genoa? Here Shylock shows his appreciation for Tubals more comforting words. This shows that they also have a close friendship and value each other highly. There are many less close, or less significant friendships I havent mentioned, but they still give the play life, so cant be dismissed. As well as friendships, there is of course the most obvious relationship, which is the deep-rooted hate that Antonio and Shylock have for each other. It is clear throughout the play, and it is important that we see the reasons they are enemies. Firstly Antonio lends money without interest, because he makes his money other ways, but Shylock makes most of his money though money lending with interest. So Shylock loses most of his customers to Antonio and therefore his profit. We know this annoys him when he says, I hate himà ¢Ã¢â€š ¬Ã‚ ¦ for that he lends out money gratis and brings down the rate of usance here with us in Venice. Shylock says that Antonio looks down on him and insults and spits at him. Finally, and this is the root cause, Antonio hates Shylock because he is a Jew and Shylock hates Antonio for his Christianity. Sadly because of their upbringing, both men think that they are in the dominant religion. They are narrow minded about their beliefs and this brings about the conflicts. They were the most obvious set of enemies in theShow MoreRelatedThe Merchant Of Venice By William Shakespeare1445 Words   |  6 PagesTalia Warshawsky Ms. Rembert CGI English 11 HH 12 November 2014 Crashing Thru Venice William Shakespeare, possibly the most esteemed writer of all time, wrote a play titled The Merchant of Venice, near the end of the 1500 s. The play takes place in Venice, and while it can be described as what we now call a romantic comedy, it also draws attention to the harsh divides in the Venetian society brought on by conflicting beliefs and religions. Centuries later, in the early 2000 s, Paul Haggis wroteRead MoreMerchant of Venice by William Shakespeare830 Words   |  4 PagesWilliam Shakespeare’s Merchant of Venice is a story about man seeking justice for the forfeiture of his bond. Shylock the Jew created a bond loaning three thousand ducats to his rival Antonio. In the event that the loan could not be paid back, Shylock was entitled to a â€Å"pound of flesh from the breast† of Antonio. Antonio’s invested the money in his merchant ships hoping to gain profit. Unfortunately he loses his ships at sea, losing everything Shylock had loaned him. Shylock h appily takes AntonioRead MoreThe Merchant Of Venice By William Shakespeare1102 Words   |  5 Pagespassed, but even today, women are being treated unfairly in certain situations. However, in The Merchant of Venice, William Shakespeare challenges the concept of women being unequal to men. He conveys this message through the actions of Jessica, Portia, and Nerissa. The female characters empower themselves, accomplishing various tasks in order to gain control over the men in their lives. The Merchant of Venice is a highly effective feminist play, which is demonstrated through the assertive and cleverRead More`` The Merchant Of Venice `` By William Shakespeare1147 Words   |  5 Pagesjeopardy. It is an inescapable labyrinth that plagues the lives of all ever since humanity’s first existence. Yet it,s double-edged sword like characteristics of also providing opportunities and gains keeps many enthralled in it. In William Shakespeare s’ The Merchant of Venice, Antonio, a protagonist, gives himself over to a life-threatening contract with the villain, Shylock the Jew, in order to provide the means for one of Antonio’s friend the opportunity to woo a lady. Over the course of the playRead MoreThe Merchant Of Venice By William Shakespeare1036 Words   |  5 Pagesauthentic and respectable character. The Merchant of Venice by renowned playwright William Shakespeare is in itself a story about religion and religious tensions; however, one’s religion is not what defines them. One’s character does, and in the Merchant of Venice we encounter two characters, Antonio and Shylock, who share similarities throughout the play, but are overall different people with different morals. On one hand there is Antonio, a sad, christian merchant and a dear friend, while on the otherRead MoreThe Merchant Of Venice By William Shakespeare1153 Words   |  5 Pagesprogressed as time has passed, but even today, women are treated unfairly. However, in The Merchant of Venice, William Shakespeare challenges the concept of women being unequal to men. He conveys this message through the actions of Jessica, Portia, and Nerissa. The female characters empower themselves, accomplishing various tasks in order to gain control over the men in their lives. The Merchant of Venice is a highly effective feminist play, which is demonstrated through the assertive and cleverRead MoreThe Merchant Of Venice By William Shakespeare1685 Words   |  7 Pages  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The play The Merchant of Venice  by William Shakespeare is anti-semetic because anti semetic thoughts and actions are incorporated in a majority of his charcters. The actions of these Christian charcters go against Shylock, and other Jews presented in the play; as a result, establishing a clear seperation between the two ethnic groups. The constant hatred and mistreatment towards Shylock only enhances the division since it develops the idea that Christianity is the sup erior religion. AlthoughRead MoreThe Merchant Of Venice By William Shakespeare2046 Words   |  9 PagesEssay Abbesath.K Throughout the education system, there seems to be an unofficial consensus that pieces of literature that are deemed â€Å"controversial† should not be taught in school. The Merchant of Venice falls into this category due to the Anti-Semitism which exists within the play making it â€Å"controversial† therefore, banned. On the contrary, this play should not be considered controversial and it should not be banned due to the learning experiences and knowledge that can be gained by readingRead MoreThe Merchant of Venice by William Shakespeare2080 Words   |  9 PagesThe Merchant of Venice by William Shakespeare The play revolves around one main plot and three sub-plots. The main plot centres on the question of mercy and forgiveness as seen in the relationship between Antonio, the kind Christian, and Shylock, the unrelenting Jew. The three subplots revolve around the romances of Portia and Bassanio (the most important couple in the play), of Lorenzo and Jessica, and of Gratiano and Nerissa (the least important couple of the play)Read MoreThe Merchant Of Venice By William Shakespeare Essay2233 Words   |  9 Pagesâ€Å"The Merchant of Venice† by William Shakespeare, explains the differences of religion and greed. There was a guy who needed a loan so he could go across the country to marry the girl of his dreams. He didn t have the money so he asked a Jew name Shylock. Shylock lends the guy money but he told him â€Å"If you don’t pay me back, I get to take a pound of your flesh† (pg. 143). We all know if someone needs money and you have it you would give it to them and you’ll have power over that person. Therefore