Answered You can buy a ready-made answer or pick a professional tutor to order an original one.
You work for a Mr. Edward Harris, a very successful manager who has been in your industry for 35 years. He earned his MBA in the late 1970s and has made it a point to never take another college course
You work for a Mr. Edward Harris, a very successful manager who has been in your industry for 35 years. He earned his MBA in the late 1970s and has made it a point to never take another college course again. However, because of his professional reputation, he has been asked to give a presentation for a management class at his alma mater on organizational/structural theories.
Naturally, he wants to come across as an expert but, he doesn't want to spend the time to do the research. As the person he depends on to make him look good, he comes to you for help in preparing his presentation. Write a professional memo to help prepare him (hint: You've worked for him for 10 years and no one has ever called him anything besides "Mr. Harris").
Make sure to at least:
- Research and describe how the scholarly literature describes the functional and divisional approaches to structure
- Select an organizational structure (see exhibit 10.3 in your book to get a start) and explain how the structure is designed to work by providing an example or scenario (make certain to address the theory’s advantages and disadvantages).
- Discuss how culture is reflected in the chosen theory. What types of companies might choose it? Once chosen, how might the company's culture be affected?
Use at least four (4) scholarly or professional sources to support your position in addition to the sources provided in this learning plan. Do not use the textbook as a primary source. Your memo will be 1000-1200 words long and in proper memo format (you can download a template from MS Office). Think about your audience and tone. Your reference page must be completed as an annotated bibliography.
- @
- 165 orders completed
- ANSWER
-
Tutor has posted answer for $25.00. See answer's preview
************** MemoStudents ********************************** MemoTo: ** ****** HarrisFrom: ** ********* **** management ************** *************** ********** theoriesIntroductionManagement *********** ******* *** components ** *** business ******* ** ************ *** *** ********* *** ********* translates **** increased productivity of * given *********** ** ******** ********** entails ******* *** *********** ******** ******* ** ************** ********* ******** ********** ******** ****** ******* ** ******* *** to *** ********** *** ensure establishment and *********** ** good relation ******* *** company and its ************ Furthermore the ********** ******** ********** on how *** ******* ********* *** ******** ** about in ******* of ******** ****** *** ******** ******* In ******** company ******** ********** ********* *** **** ** ************** ********* ******* *** **** of ************** theory the ******* ** ******** play heed to *** organizational ******** ******* ******* procedure ** *** to ***** ******** and **** ******** ********* ** well ** ****** ** ****** and ******** at **** However the company's ************** ********* ******** *** ********* ************** ********* **** top **** ******* **** ** the *********** ***** ************** ********** **** ******** how ******** **** **** top **** to lower ***** *** *** ****** ****** ** *** *** nature ** operation *** **** ** ******* ** ******** ********* the **** ** ************** structure *** ***** **** ********** ******* ** business ********* Functional and Divisional Approaches to ************ ********** Approaches ** ********** ********** ************** ********* ******* subdividing ************ business ** ******* **** ****** which undertake assigned *********** ********* ****** ***** ** this particular **** of ********* a ******* in question ** ********** into ****** such as ******* IT human ******** ******* in ***** **** ********** functional *********** ********* only ******** duties *** disregard ***** ********* that ** *** fall within ***** ***** **** * ******* adopts * ********** ******** ********* **** ******* ** * particular ***** *** **** *********** ** ****** that **** within ***** ***** ** ******** each ********** group addresses their *** problems ******* ***** systems ****** be ********** ** ******* sharing *********** and consultation whenever *********** ********** ********** to ********** *** divisional ******** ** structure **** use ** the ********** ************** ********* *** organizational ********* makes *** ** ********* ****** *** company ******** *** divisional ************** ********* ******** ** *********** ***** *** **** ** ****** with *** ************ ************ *** ** the **** ****** ********** ********* the ******* ******* ********* *** ************** ***** ***** **** ******* that **** *** ***** ******** **** constitutes to *** company *** ** ** **** ** *********** ****** ******** *** *** operations ***** ********** ****** ******* ****** **** ********** ******** as *************** divisional approach ** ********* ** ***** substantial important ** **** ** ******** accountability ** *** divisional ********* **** *** ***** ******** ** *** ****** ***** as ********* ********* *** ******** ********* ********* (Jones ***** Moreover divisional ************* promote ******* due to the fact **** ********* ********* ********* ***** ***** *********** **** ***** rise ** a ****** various ** ******* ****** * ******* ********* ** ****** of ********* * particular ******** ********** *** an ********** ** *** well in a particular ******** **** he/she **** ***** to *** ******* of **** ********** division thus ********* *** ******* **** *** companyOrganizational structureDifferent ********* *** ********** ******* ***** ********* organizational ********** ********* ** ***** **** *** ****** ** its operations *** ********** ** **** Due ** *** **** that ********* ************** structures ***** ********* ***** of ********** the ******* ** ********** *** activities ****** * certain ******* ** ******** ***** *** ******* organizational ********** **** **** **** adopted by different ********* *** ************* as **** *** ******* ********** ********** ****** ********** functional structure ************ structures *** *********** ************ *************** ******** ****** organization ********* ** ********** The ****** organizational structure entails ****** of ********** and ********** organizational structures (Rowlinson 2001) *** ****** organizational ********* ** quite *********** *** ***** ************* companies ** ************* Moreover ****** ************** ********** *** structured ** * way **** ********* ************ is *** ** on matrix ** grid rather than the typical *********** ************ ********* **** ************** ********* is a ****** bit complex ** **** ** ****** two ************** structures *** divisional organizational ********* *** ********** organization ********* ** **** ***** have **** ******* *** ********* *** advantages ********** **** ****** ************** structureThe ****** ************** ********* enhances *** ****** *** efficient use of ********* within the ******* *** ** *** **** that ** ****** organizational ********* ******* *********** ** ********* ********** departments **** the ********* of integrating ****** within *** ************ **** *********** *** ** * ******** ** ***** ********* ********** ***** ******** ****** organizational ********* ****** **** efficient **** the traditional ************** ********* in *** *** ** ********* ** **** ** matrix ****** both ********** *** divisional ********* which ******** ****** ********** ********* ** resources **** *********** hierarchical ********* ** ********** the matrix ************** ********* calls for ************** ***** ******* ********* are handled ** ***** personnel **** ******** ************ ****** ************** structure ******* ** the *********** ** **** general and *********** management ****** Due ** the **** **** ****** ********** calls for **** ********** *** functional ************** structure management ****** ********** 2001) ********* an individual **** ** ** smart and ******* *********** *** *********** ********** skills ** ** to ** ** * ******** to ****** ****** ********* which ** * little ******* in comparison ** *** ************** structures ******** matrix organizational ********* ** usually ******* ** ************* companies this ******* **** ** individual **** to develop ******** *** *********** ********** ****** ** ** ** ****** *** ***** ***** companyFurthermore *** ****** ************** ********* ******** ************** ***** ******* ** ****** productivity *** ********** *********** level ** matrix ********* ********* *** ******* ******* **** ********** *********** ********* on their ********* **** implies that *********** ** matric ********* ******* **** in their ********** ***** ** ************** **** ******* ** comfortable and ******** ********* *** comfortable and ********* ********** ***** ************ ******** ************* (Rowlinson ***** ** ********** ****** ********* classifies works **** ********** ****** *** ***** * **** employees are ******* ** handle ***** and ******* ***** who ***** have **** ****** accomplished ** ** were ******** ** *** particular person this translates ** ********* productivity and higher quality jobsIn ******** ****** organizational structure ******* in *********** ******* ********* *********** and ***** ************** *** ************** ** **** *** to *** **** that ****** ********* ****** **** ********** *** ********** ********** ***** *** integrated ********* in *********** amongst *********** (Rowlinson 2001) ******** ****** ****** structure calls *** ************** *** department can *** purely exist on *** own *** ******** ********** ********** needs finance ********** ***** both *********** **** ** ********** *** **** for ******* from *** other department ****** in *********** ** *** ********** ********** *** ***** ***** on *** ********** *** greatest ******** ********** **** ****** ************** ********* includes ****** ************** ********* ** ********* ** ****** as *** ****** * ******* ********** ********* *** ** *** fact that ********* ** employees ** not clear ** ***** ***** confusion ** who ** ******** **** ****** ** *** functional ******* ** *** ******** manager (Rowlinson ***** **** ******* ** ***** ******** between the ********** ******* *** functional ******* ** **** ******* **** ****** ** **** ******** **** *** other *************** ****** ************** ********* ** * ****** complex ** ****** However ******* ******* by stakeholders ** * ***** ******* depend ** nature ** *** ********* **** * particular ******* ********** *** organizational ********* is typically adopted ** ***** multinational companies **** large workforce *** ***** **** ************ areas ***** ************* ******* adopts ****** organizational ********* *** ******* ******* * little ** *********** that ** the ********** *** ********** ************************************************************************************************************************************************************************************************************************************************************************************** * * (2010) ************** theory ****** and ****** ***** ****** River: PearsonRowlinson * ****** ****** ************** ********* ******* *** *********** * **** **** public ****** case study ** change ************ ********** & ********* ***** ***************
