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The Influence of Women in Organizational Structures, 2006.
A discussion regarding women and business.
675 words (approx. 2.7 pages), 2 sources, £ 18.95
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Abstract
This paper discusses how in the past, physical ability dictated the role that individuals played in society. Society, however, evolves. Women are now active members in the workplace, owning or participating as equal partners in nearly 50% of today's privately-owned businesses. The paper further discusses how attitudes have also changed, with mentoring being part of today's business world. As society continues to evolve, women's participation in the business world will continue to grow, and to evolve as well.
From the Paper
"Gender equality has long been an issue, from ancient societies until the present. In general, men have maintained control over the development of societal rules, in part, perhaps, because superior physical power gave them control over the environment in which these societies grew. Particularly in ancient and developing societies, women played a supportive role by caring for children, caring for the home, and tending domesticated plants and animals when men were out hunting or establishing more territory. Society, however, evolves. While in the past, physical strength controlled the access that individuals had to resources, strength is no longer the determining factor. Modern society allows women to take leadership roles in many areas, including such roles in the community, in industry, and in business. "
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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, £ 68.95
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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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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, £ 35.95
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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 Structures, 2007.
This paper provides an overview of different organizational structures.
2,844 words (approx. 11.4 pages), 10 sources, APA, £ 59.95
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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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Organizational Structures, 2006.
An analysis of three organizational structures, the team based structure, the matrix and the project based structure.
1,858 words (approx. 7.4 pages), 7 sources, MLA, £ 41.95
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Abstract
This paper reviews and analyzes three fairly new organizational structures. These three structures are the team based structure, the matrix and the project based structure. According to this paper, these new organizational structures place great emphasis on the role of the employee and the ability of the employee to complete the required tasks in the manner desired.
Outline:
Introduction
Background
Conclusion
From the Paper
"Matrix based structures also create high levels of stress in the workforce. Occupational stress is a perceived imbalance between occupational demands and the individual's ability to perform when the consequences of failure are significant. Personal behavior and habits also greatly impact the stress patterns that people experience and this can impact the interaction that is needed in the type of reporting needed for the matrix structure.
In a project type of organization structure, most of the tasks are one of a kind job or at least have some level of uniqueness attached to them. They generally have a fixed time frame and budget within which these tasks have to be completed. For example, a construction company might have different project teams for each building being constructed or facility or a pharmaceutical company might consider each product manufactured an individual project. The project-based structure also promotes a leaner and flatter form of organizational makeup. Flatter organizational structures haves fewer levels within the organization. As a result, the have a shorter chain of command or levels within the organizational structure."
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Organizational Structures, 2007.
This paper compares and contrasts traditional organizational structures and the matrix model of organization.
1,212 words (approx. 4.8 pages), 5 sources, MLA, £ 29.95
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Abstract
The paper discusses how economic, social and political realities have suffered major transformations in terms of the basic principles they relied on. The paper discusses the theoretical dispute between those arguing in favor of traditional ways of organizational structures; the Fordist principles of organization and those demanding a more flexible approach; the matrix model of organization. The paper examines the Coca Cola Company which developed their organizational scheme according to a complex matrix structure. The paper explains that the Fordist principles, despite the fact that they do entail certain effectiveness in their application, lack the flexibility needed in order to survive in today's global market. The paper relates that the Coca Cola Company proves the effectiveness of the matrix organizational scheme.
From the Paper
"Thus, the social system has become global in its structure, the political scene is more than ever on the service of the democratic power of the people; it was therefore only natural that the economic trend be different from the one determining the overall development of the early 20th century. These changes are visible at all the levels of the society and in all areas of activity. More importantly however is the clear manifestation of the opposing trends that tend to govern the new economic realities of our time."
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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, £ 27.95
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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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Wal-Mart's Organizational Structure, 2008.
An analysis of the elements of Wal-Mart's organizational structure and organizational culture that allow it to offer low cost quality products.
1,725 words (approx. 6.9 pages), 8 sources, MLA, £ 39.95
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Abstract
This paper discusses the organizational structure of Wal-Mart and how it allows them to offer quality products and services at low prices and yet remain successful. The paper looks at the company's external and internal elements, such as organizational structure and functions. It also discusses low costs that allow the company to offer quality products at low prices.
Table of Contents:
Organizational Structure
Organizational Culture
Human Resources Practices
From the Paper
"As we can see, according to the company's organizational structure and culture and in line with these policies, at Wal-Mart, the emphasis is placed on attaining the cost reduction objectives in order to be able to provide low priced products. This is done by improving operational mechanisms and by continuously developing means by which efficiency can be increased. This ranges from providing feedback from the operational departments to the IT department in order to improve automatic procedures to encouraging an excellent horizontal communication between the different departments in the organization."
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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, £ 22.95
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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, £ 58.95
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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, £ 46.95
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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 Metaphors, 2004.
An analysis of different metaphors used in organizational structures.
2,213 words (approx. 8.9 pages), 13 sources, MLA, £ 48.95
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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, 2002.
A study of the types of organizational business structures and their management styles.
3,150 words (approx. 12.6 pages), 12 sources, MLA, £ 64.95
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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 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, £ 29.95
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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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