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MODERN STRATEGIC ANALYSIS: structures of growing company
Содержание
- 1. MODERN STRATEGIC ANALYSIS: structures of growing company
- 2. Functional structure Production, Marketing, Sales, HR, Innovations, Finance, Purchasing
- 3. Functional structureAdvantagesSimple, evident Centralised controlClear spheres of
- 4. Functional structureDisadvantagesLong time decision making processLack of
- 5. Product oriented structure
- 6. Product oriented structureAdvantagesGives chance to make focus
- 7. Product oriented structureDisadvantagesManagers of product groups are
- 8. Geographically oriented structure
- 9. Geographically oriented structureAdvantagesAllows to take into account
- 10. Geographically oriented structureDisadvantagesDifficult to keep one nad
- 11. Matrix structureProject 1 Project 2
- 12. Matrix structureAdvantageGives flexibility in decision making for
- 13. Functional model of an organisationMetafunctionMiddle level functionsLow level functions
- 14. Matrix «Function-Department» High level FunctionLower level FunctionsHigh level DepartmentLow level Departments
- 15. Flexible organisational structures Flexibility is defined as
- 16. Flexible organisational structuresAd Hoc Structures Ad hoc
- 17. Flexible organisational structuresNetworkA network organizational structure consists
- 18. Flexible organisational structuresVirtualA special form of boundaryless
- 19. Скачать презентанцию
Functional structure Production, Marketing, Sales, HR, Innovations, Finance, Purchasing
Слайды и текст этой презентации
Слайд 3Functional structure
Advantages
Simple, evident
Centralised control
Clear spheres of responsibility
High level of
professionalism of functional specialists
Слайд 4Functional structure
Disadvantages
Long time decision making process
Lack of systematic vision for
functional managers
Functional myopia
Contradictory interests of functional departments and possible conflicts
between them
Слайд 6Product oriented structure
Advantages
Gives chance to make focus on the particular
product, taking into accounts specifics of it’s sales
Allows to investigate
market details for every product Allows to build a team of professionals in sales of every product
Increases responsibility of managers in specific product sales
Allows to calculate precise profitability of every product
Слайд 7Product oriented structure
Disadvantages
Managers of product groups are demonstrating a “product
egoism”
Doubling of management functions
Barriers in coordination between different product groups
Слайд 9Geographically oriented structure
Advantages
Allows to take into account peculiarities of every
geographical market
Delegation of responsibility to lower level of hierarchy
Barriers
in coordination between different product groups Regional branches are the good school for managers preparing them to successful carrier
Слайд 10Geographically oriented structure
Disadvantages
Difficult to keep one nad individed corporate image
Doubling
of management functions
Makes the structure more complicated since geographical departments
have to be built
Слайд 12Matrix structure
Advantage
Gives flexibility in decision making for big companies
Problems
Difficult
to run because of two lines of responsibility (linear and
project)Depends on ability of staff involved into a project to work in teams
Слайд 14Matrix «Function-Department»
High level Function
Lower level Functions
High level Department
Low level
Departments
Слайд 15Flexible organisational structures
Flexibility is defined as the ability of
the company proactively, reactively or inherently to implement changes in
its components and its relationships with environment
Слайд 16Flexible organisational structures
Ad Hoc Structures
Ad hoc team is to
be created to handle a temporary project.
Ad hoc teams
are flexible because they enable companies to handle special projects quickly and then dissolve the team after the work is completed.
Слайд 17Flexible organisational structures
Network
A network organizational structure consists of multiple organizations
that work together to produce goods or provide services. It
is more complicated and complex than any other structureManagers in network structures spend most of their time coordinating and controlling external relations
I.E. While business giants risk becoming too clumsy to proact, act and react efficiently, the new network organizations contract out any business function from “mother” company
Слайд 18Flexible organisational structures
Virtual
A special form of boundaryless organization, existing within
a network of alliances, using the Internet
The virtual organization is
not physically existing as such 
