The Nestle Organistional Chart

The Nestle Organistional ChartAccording to Louis A. Allen as cited anon, Organisation is the fulfill of identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives.According to Mooney and Railey, Organisation is the form of e very human association for the science of a common purpose.In short, organizing is the determining, grouping and arranging of the various activities deemed necessary for the attainment of the objectives, the assigning of people to those activities, the providing of suitable physical factors of environment and the indicating of the relative authority delegated to each individual charged with the execution of each respective activity. (Anon.n.d)ORGANISATIONAL STRUCTUREThe typically hierarchical arrangement of lines of authority, communications, rights and duties of an memorial tablet. Organiz ational structure determines how the roles, antecedent and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management.Formal and in semi-formal organizationA formal organization structure shows a recognisable chain of command, it also has many levels of management. This beats communication slower and decision making harder to implement.An informal structure is much more relaxed, with very few levels of management. This makes communication much easier between levels and decisions anr made faster. (Anon.n.d)Centralization and de-centralizationCentralized organizational structures rely on one individual to make decisions and provide anxiety for the company. Small ancestryes often use this structure since the owner is trustworthy for the companys business operations. Decentralized organizational structures often have several individuals responsible for making business decisions and running the business. Decentral ized organizations rely on a team environment at different levels in the business. Individuals at each level in the busi. (Osmond Vitez, use up Media. (2009).)Span of controlThe number of subordinates that a manager or supervisor can directly control. This number varies with the type of work complex, variable work reduces it to six, whereas routine, laid work increases it to twenty or more.( http//www.businessdictionary.com) product StructureThe harvest-feast structure describes the information thats needed, or is produced, at each phase of the lifecycle. The workflow is defined as a set of tasks, characterised by resources, events, associated information, responsibilities, decision criteria, procedures to be used, and standards to be applied (Product Lifecycle Management,2011)Advantages1. allows the business to make relatively quick decisions, and locate all personnel connect to each other together2. Clear focus on market segment helps meet customers needs.3. Positive competiti on between divisions4. Better control as each division can act as a separate profit centreDisadvantages Redundancies often exist crosswise product organizations as running(a) responsibilities are duplicated under each product organization. Economies of scale and scope are more difficult to achieve as this organization structure encourages less cooperation and coordination across the product units.Regional structureOne which takes account of the exclusive membership of countries which are geographical neighbours and identify closely with each other politically, not including non-regional members, although thither are also quasi-regional organisations whose membership is basically limited to a geographical area of interest but which in practice includes non-regional members (The Structure and Process of external Law Essays in Legal Philosophy, Doctrine, and Theory,1983)AdvantagesThe country organization is capable of sensing and understanding local anaesthetic conditions and is abl e to formulate strategies which effectively meet the needs of local stakeholders. Policies in areas such as human resource management can be tailored to meet the needs and expectations of local employees, product mix and traffic pattern can be optimized for local conditions, and the organization can respond more quickly to changing circumstances on the ground.DisadvantagesThe disadvantages of the area structure are quasi(prenominal) to those of the product structure. Economies of scale will be harder to achieve as different localities develop and implement very different product strategies on one hand, and send resources in developing local functional expertise and effort which may well be duplicated unnecessarily across geographic units.Function StructureA functional structure is based on the primary tasks that have to be carried out, such as production, finance and accounting, marketing and personnel. This structure is typically found in smaller companies or those with a narrow , rather than diverse, range of services (Managing Projects, Managing People,2008)AdvantagesSpecialization each department focuses on its own workAccountability someone is responsible for the sectionClarity know your and others rolesDisadvantagesClosed communication could lead to lack of focusDepartments can become resistant to changeCoordination may take in addition longGap between crimp and bottomMatrix StructureA matrix structure is a combination of structures.it often takes the form of product and geographical divisions of functional and divisional structures operation in tandem (Managing Projects, Managing People,2008)AdvantagesThe matrix allows functional efficiencies to be achieved while also allowing for the management of discrete product lines. Product managers remain focused on specific customer and product issues, yet can tap into the specialized support systems offered by strong functions. Where a geographic dimension is included in the structure, country managers o r other local personnel can devote their attention to the development of location specific strategies. confabulation and information sharing may be facilitated through the sixfold dimensions.DisadvantagesThe matrix is complex and often involves additional coordination costs. Confusion and ambiguity may result from multiple reporting relationships as a single individual may receive conflicting direction from their various supervisors.Multidivisional StructureThese divisions may be formed because of products, services, geographical areas or the processes of the organisation (Managing Projects, Managing People,2008)AdvantagesProfitable growth when each division is its own profit centre, individual profitability can be clearly evaluatedInternal weary market the most able divisional managers are promoted to become corporate managersDisadvantagesManaging the corporate-divisional relationship finding the balance between centralization and decentralizationCoordination problems between di visions divisions operate competing for resources and rivalry prevents cooperationCULTURECulture is the collective programming of the human mind that distinguishes the members of one human group from those of another (Foreign Market Entry and Culture,2009)Types of CultureHandys farming types (1978)The theorist Charles Handy identified the four main types of culture.Power culture wherever power is concentrated in a leader or top of the management team. Quite informal and flexible, it allows trusted staff to get on with the job.Role culture where the authority is arranged in a hierarchy and the power depends on formal status. Many rules and procedures can make change difficult. It is Mostly seen in large bureaucratic organizations.Task culture is purpose- and project-driven with leadership based on expertise for the task in hand. Often copes well with rapid change but may lack overall cohesion.Person culture stresses the individuals right to make decisions with shared rules only for mutual benefit. Effective for professionals and independent workers such as lawyers but may break up as conditions change. ((Kim Ann Zimmermann. (2012))NESTLE ORGANISTIONAL CHART useableOrganization ChartProducthttp//www.nestle.com/asset-library/Documents/Library/Documents/Corporate_Governance/Oganisation_generale_externe_december_2012.pdfhttp//www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/download/2012/2012_sustainability_rpt.pdfBIBLOGRAPHYAnon. (n.d). Definition, Meaning Characteristic of Organisation . Available http//www.publishyourarticles.net/knowledge-hub/business-studies/organisation.html. Last accessed 9th Februray 2013.Anon. (n.d). Definition of formal and informal organization?. Available http//wiki.answers.com/Q/Definition_of_formal_and_informal_organization. Last accessed 9th Feburary 2013.Osmond Vitez, Demand Media. (2009). Centralized Vs. Decentralized Organizational Structure. Available http//smallbusiness.chron.com/centralized-vs-decentr alized-organizational-structure-2785.html. Last accessed 9th Februray 2013.Kim Ann Zimmermann. (2012). What is Culture? Definition of Culture. Available http//www.livescience.com/21478-what-is-culture-definition-of-culture.html. Last accessed twenty-seventh FEBURARY 2013.Anon. (2012). regional structure. Available http//www.eionet.europa.eu/gemet/concept?ns=1cp=7080. Last accessed 3rd march 2013.Anon. (2013). functional organization. Available http//www.businessdictionary.com/definition/functional-organization.html. Last accessed 3rd march 2013.David Parker, Michael Craig, Michael A. Craig (2008). Managing Projects, Managing People. Australia Macmillan teaching AU. 23-26.Thomas Wagner (2009). Foreign Market Entry and Culture. Germany GRIN Verlag. 2