To create an effective organizational structure is one of the most important tasks for top managers of any company. If everyone in a company is ?in place? and knows his duties, if there are rules of interaction between departments, company's activities will remind a tuned mechanism which works with maximum results and minimal costs.
Organizational structure - is a scheme consisting of units and individual officers of the company, camiseta atletico madrid 2011 located by levels of importance and responsibility, which contains the relationship between them and the chain of command.
Depending on the stage of company development (formation, development, stabilization, crisis) require different approaches to build the organizational structure. It is particularly important to control the situation in transition from one stage to another and at the stage of active growth and development of the company.
A competently built organizational structure makes it possible to optimize the strength camiseta atletico madrid 2011 and number of units, to simplify the interaction between units, to distribute evenly the pressure on staff to avoid duplication of functions and their ?sag?, to eliminate double and triple subordination, to delimit the scope of leaders, define their powers and area
Large multinational corporations require an organizational structure that can house the usual business functions - finance, marketing, R&D, production, etc. - as well as those functions required for being successful beyond the domestic market. The most appropriate organizational structure will be determined by the overall global strategy of the firm, the relative size of international operations as compared to domestic operations, and the characteristics of the marketplace in which the firm competes. The four basic organizational structures are: International Division, Global Area, Global Product Division and Matrix (see the annexes).
By the end of the 20-ies it became clear the need for new approaches to governance, and that happened because of the sharp size increase of enterprises, the diversification of their activities (multidisciplinary), and the complication of processes in a dynamically changing environment. In this connection began to emerge the international divisional structure, especially in large corporations who have to provide some autonomy to its production units, leaving for leadership the strategy development, scientific research, financial and investment policies, etc. In this type of structures is attempted to combine the centralized coordination and the control of decentralized administration activity.
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