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Typus
Verschleierung
Bearbeiter
SleepyHollow02
Gesichtet
Yes.png
Untersuchte Arbeit:
Seite: 34, Zeilen: 12-33
Quelle: Mgmtguru 2006
Seite(n): 1 (online source), Zeilen: -
We tend to view organising a matter of decision-making: we decide to arrange the people, jobs, and positions that we have available to meet management’s needs. But, there are real constraints on the forms of organisation available to us. Hospitals tend not to be structured like fast food restaurants, and banks are not organized like a manufacturing plant. The task - or type of work to be done, the technology - the way we know how to do something -, and our knowledge of what has worked and what does not work influence and limit our choice of organisational design. The classic theorists, Taylor, Fayol, and Weber contributed to the architectural perspective on organisations by focusing on their structural attributes like size and span of control. For most of America’s and Europe’s business history firm’s produced a single product for a local market.

The organisational structure to support this business strategy is the functional form. This simple form is organized around a division of labor into specialized functions (or departments) that interrelate to create, deliver and manage a product. This form is often characterized as organizing inputs for transformation into a single output. By the 1950’s nearly all of the diversified firms used the multi-divisional form (MDF). The MDF structure organized businesses under a corporate headquarters - with the board of directors and chief officers - that functions as banker, strategist, and coordinator for multiple business units - sometime termed “strategic business units”. In the business units functional activities, e.g. marketing, are organised as departments with division managers on top. This form is often characterized as organising by outputs or products. To retain direct control of each business unit’s functions - human resources, finance, and production -, the matrix form has been suggested by some theorists and has been embraced by a few corporations.

We tend to view organizing a matter of decision-making: we decide to arrange the people, jobs, and positions that we have available to meet management’s needs. But, there are real constraints on the forms of organization available to us. Hospitals tend not to be structured like fast food restaurants, and banks are not organized like a manufacturing plant. The task (or type of work to be done), the technology (the way we know how to do something), and our knowledge of what has worked and what does not work influence and limit our choice of organizational design.

The classic theorists, Taylor, Fayol, and Weber contributed to the architectural perspective on organizations by focusing on their structural attributes:

Size [...]

[...]

Span of Control [...]

[...]

Strategy – For most of America’s business history firm’s produced a single product for a local market. The organizational structure to support this business strategy is the functional form. This simple form is organized around a division of labor into specialized functions (or departments) that interrelate to create, deliver and manage a product. This form is often characterized as organizing inputs for transformation into a single output.

[...] By the 1950’s nearly all of the diversified firms listed in the Fortune 500 organized using the Multi-Divisional form (MDF). The MDF structure organized businesses under a headquarters that functions as banker, strategist, and coordinator for multiple business units (sometime termed “strategic business units” or SBU’s). This form is often characterized as organizing by outputs (products).

[...] To retain direct control of each business unit’s functions (human resources, finance, and production), the matrix form has been suggested by some theorists and has been embraced by a few corporations.

Anmerkungen

The source is not given.

Sichter
(SleepyHollow02), Hindemith

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