... it is important that an organizational structure is put in place to achieve maximum efficiency. There are three main types of organizational structure: functional, divisional, and matrix. As with everything, there are advantages and disadvantages of each structure. Organizational Structures Functional Organization: In a functional organization, jobs are specialized and grouped according to business functions and the skills they require. Functional structures are best with smaller simple environments. They tend to have two layers, the first being the CEO and the second being production, marketing, human resources, research and development, finance, accounting, and so forth. Other forms tend to be more flexible and responsive than the functional form. The largest advantage of having a functional form is the cost. Seeing that as the organization has many different employees in one level, it is easy to spend less money on equipment as well has have a higher production rate. Other great advantages of a functional structure are; the employee performance which is better maintained and communication is precise and clearly elaborate. The disadvantages of the functional structure can include things like people caring more about their own function than the organization as a whole. Because of this, they will pay more attention to functional tasks and less attention to product quality and customer satisfaction. Managers tend to be specialists rather than generalists which makes it difficult for them to...
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...* The functional consultant has tounderstand the modules they are implementing and the set up and configuration options available, the key skill is being able to map the requirements of the customer to the capabilities of the ERP system. A mistake often made is to try and configure or customize the ERP system to match exactly an existing business process, rather than look to improve the processes. "A functional consultant is expected to generate knowledge about the current business process, design current business flows, study current business processes and its complication -in all we can say that this is getting through with the current business setupFlow diagrams and DFDs are prepared, all this forms the part of the AS IS document.""Everything configured has to be documented according to their categories in the form of predefined templates; these then have to be approved by the team leads or who ever the consultant is reporting to." "Mapping and GAP analysis is done for each module.""Before starting configuring future business processes in SAP, the DFDs/ERDs are prepared, this documentation is called TO BE, which can be also said as the result of mapping and gap analysis.""Sometimes Functional consultants are also expected to prepare test scripts for testing the configured scenarios. Testing may also include Unit testing, System Integration Testing, Performance Testing, User Acceptance Testing, Regression Testing or any client specific software testing."A configuration document...
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...Analyze the Role of a Manager within the Functional Area of Business MGT/521 June 9 2014 There are varieties of ways of dividing functional areas of business. The most commonly stated functional areas of business are Marketing, Operation Management, Human Resources, and Finance. In addition communication plays an important role in the organizations function. Even though communication is not designated as separate function, communication play a cross functional role. Functions are very important for developing goods and services and making it reach to the consumers which are called task functions. Task functions are basic activities that relates to the completion of the product. Also, there are other functions which are not directed towards are the end results which is known as element function. Some examples of element function are Human Resources, IT, Quality Control, and Maintenance. For each function there is a manager that oversees the work and helps with the coordination of activities and make sure the activities are completed effectively. In addition, there is also a function in management which consists of planning, leading, organizing and controlling. Even though there is a manager in all area of the business, each manager has their way of managing their functional area of the business. Though a business has many functions, a business cannot be viewed as a set of functions which include the following reasons. * There are overlapping functions...
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...supporting Business Processes Unit Code: CIS 13 Assignment 1 – Part B Executive Summary The ANZ Bank has an organisational structure which is divided into geographic location. The focus of this report is on the Australian Division and The Retail Distribution Functional Area. All functional areas within any business are support by a number of business processes. One business process which supports ANZ’s Retail Distribution functional area is Retail Lending. This particular business process plays a big part in creating revenue and ensuring that any risks in lending are kept to a minimum. Management and sales staff within Retail Lending use two types of Information Systems (IS), Hogan and Seibel Customer Relationship Management (CRM). It is these IS which allow ANZ to create their revenue and ensure the appropriate risk assessment is being use. Information Systems are used in all types on businesses globally; they add value to the organisation and also to the customers. Table of Contents Executive Summary 2 1. Introduction 4 2. Retail Distribution – Functional Area 4 2.1. Business Process 4 3. Customer Information System – CSC HOGAN Systems 5 3.1. Supporting Business Process 5 3.2. Value Add 5 3.3. Inputs, Outputs and Feedback 5 3.4. Requirements 5 4. Customer Relationship Management System - SEIBEL 5 4.1. Supporting Business Process...
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...to achieve organizational goals. True False 4. One of the primary strengths of a bureaucratic form of organization structure is how it prevents favoritism. True False 5. The bureaucratic model is the model of organization design consistent with the human relations movement that stresses attention to developing work groups and concern with interpersonal processes. True False 6. A strength of Likert's System design is that it finds one best way to design an organization. True False 7. Orange County Choppers makes custom motorcycles. It uses continuous-process technology. True False 8. Woodward considered continuous-process technology simple compared to large-batch technology. True False 9. Exxon Mobil is an example of an organization that uses large-batch technology. True False 10. According to Burns and Stalker, firms that use an organic design are the most successful firms in a stable environment. True False 11. A manager at Johnson & Johnson has considerable discretion over how work is performed and how problems are solved. Johnson & Johnson is mechanistic. True False 12. Differentiation is the degree to which various subunits must work together in a coordinated fashion. True False 13. Organic organizations do not go through the organization life cycle. True False 14. Business-level strategies affect the...
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...Functional Areas of Business University of Phoenix Group ID: ON13MBA08 Course ID: MGT / 521 Dr. Jyotirmay Deb Week 2 09/09/2013 The manager area in a business is very important in the fact that the managers work alongside many of the elements in the business. Managers help the human resource officers of a business in the hiring process of employees. For example they are responsible for the filing of tax forms and the interviewing process. They must understand the laws and business codes and ethics of hiring someone into a business. The managers then in turn are help accountable for the training of the employees at the business. They can not only train the employees, but use many of the new ideas that the employee is bringing to the table to help sell to the company in advancement into new and better goals. The managers of a business are there to oversee projects (project mangers / functional managers). These projects can be very valuable in building ongoing accounts and establishing new ones with clients nationally and internationally. Managers can be held accountable for the inventory at a business. The receiving and itemizing of new and old inventory is very important when dealing with a business. This could be the difference between profit and loss (“The Duties of a Business Manager”, 2013). I will be focusing on a Functional Manager in a business. Functional managers are responsible for ensuring...
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...what it will take to be the best and have strived to be leaders in their field in all aspect of their business. The Riordan Company is built their reputation on good customer service and doing what it takes to have great employees that are all working for the same thing. Mission and Vision The Riordan Company has set them up for success by understanding what it will take to be leaders in their field. They feel that strong business values are important and they are striving to reach the goals they have set forth for themselves. Being a global plastics manufacture can be a tough business to be in and to be successful the Riordan Company realizes that then need to use tools such as six sigma to help them out in problem solving as well as business decisions making. They have set standards such as meeting or exceeding the ISO 9000 standards for great business practices to insure that the products they put out will be the best on the market. They have a strong R-Dbase to help them have the latest and greatest products out on the market. They understanding the importance of having strong people to help run the company and have built the relationship with their people on communication and trust. They feel that it important to maintain the employee base that has strong ties to the company to help them move forward into the future. They understand what it means to have trust form their stakeholders and continue to set clear goals that they can pulse to...
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...6 Clarification/specification of Requirement 6 Rationale: 6 Acceptance/Fit Criteria: 6 Dependencies: 6 The requirements collection template form 7 Requirements Traceability Matrix 8 About this document Requirements are the foundation of the project and the development of the product that the project has been organized to develop. The purpose of this document is to present a standardized requirements collection template. The template proposed in this document serves a variety of purposes. It is intended for all types of project requirements: • Business • User • System • Functional • Non-Functional The template is useful for the development of a traceability matrix because it tracks a requirement to its parent requirement, and requests the source and or document from which the requirement came. The template also supports specific, measureable, attainable, realistic and testable requirements by asking for supporting clarifications for the requirement. Recognizing that not all requirements are included in the final product, the form also tracks the priority and the history of the requirement. The collection template is intended to be copied and pasted into the various documents that form the chain from business requirements, to user, system requirements and operational requirements. Part of the...
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...appropriately agile and athletic. Unfortunately, organizational development has not kept pace, and managerial attitudes lag even farther behind. As a result, corporations now commonly design strategies that seem impossible to implement, for the simple reason that no one can effectively implement third-generation strategies through secondgeneration organizations run by first-generation managers. Today, the most successful companies are those where top executives recognize the need to manage the new environmental and competitive demands by focusing less on the quest for an ideal structure and more on developing the abilities, behavior, and performance of individual managers.” This assessment of matrix management, published in the Harvard Business Review in 1990, is a stinging portrayal of the state of matrix organizations at the time the article was written. Fortunately, both the times and the ability of organizations to adapt have changed. Organizations have become much more adept in implementing complex structures. However, what has not changed is the key to success in working in a matrix correctly identified in the HBR article—the abilities, behavior and performance of individual managers. This whitepaper is designed to acquaint the reader with current knowledge of matrix organizations and the specific skills needed by you and your managers to make working...
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...divided into four main sectors; Thermal Service, Steam, Gas Generation, and Automation. Due to the size of the company, market stability and history, it is mainly a hierarchical structure Huczynski A, (2010). Main services are Power Generation Projects. Due to the nature of these kinds of projects, different disciplines like Engineering, Finance, Quality and Sales are involved on each Project. Therefore the company has global hierarchical structure but at Project level they work within a Matrix Organisation. PMI.Institute (2012) defined matrix organizations as a blend of functional and project organisation, where employees report on day-to-day performance to the Project Manager and on their overall performance to the head of their department, Functional Manager . By the mid–1990s Alstom.Ltd, originally ABB, developed a matrix structure crisscrossing around a hundred countries and sixty five business sectors, Lee G.(2008). The own nature of the Matrix Organisation creates complexity, tensions and has a clear influence over employee motivation, Avirdsson (2008). This case study will analyse the impact of this type of Organisation with reference to Alstom.Ltd and it will highlight the main motivational problems, supported by Theories and Empirics researches. Theoretical framework Actual organisations require structural...
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...fit all” – no matter global giants or small medium enterprises realized that lack of interface between projects and organization should lead to failure in such global and dynamic environment. Even though, traditional functional or matrix structure may deliver better results than POO in some areas such as resources across projects and organization-wide knowledge management. The emergence of the need for POO is also associated with the increasing number and complexity of projects throughout the global economics. Under such circumstance, project-oriented structure can deliver speedy response to market need and reduce the “time to market”. 2. “Moore’s Law” – described the computer hardware capacity could be doubled by every year. Even the “Moore’s law” was initially made originally for the forecast of technological change, the numerous and significant innovations in the past decades already impacted across industries, organizations, programs and projects. Such rapid expansion of technological possibilities in various areas of enterprise, R&D literature provided the development of new products or services which require specialists or expertise people from diversified areas. Such evolution make POO becomes the more generic term of managing projects among “Functional” and “Matrix” organization. 3. “Dynamic Boundaries and Context” – POO has dynamic boundaries and contexts. The number and sizes of the projects in POO can be changing while permanent and temporary resources can...
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...several sections. Table 15-1 Elements of Organizational Structure 15.2 What are the major elements of an organizational structure? WORK SPECIALIZATION. Work specialization is the way in which tasks in an organization are divided into separate jobs. In some organizations, this categorization is referred to as a company’s division of labor. How many tasks does any one employee perform? To some degree, work specialization is a never-ending trade-off among productivity, flexibility, and worker motivation. Take an assembly line worker at Ford as an example. Henry Ford was perhaps the earliest (and clearly most well-known) believer in high degrees of work specialization. He divided tasks among his manufacturing employees to such a degree that each employee might only perform one single task, over and over again, all day long. Having only one task to perform allowed those employees to be extremely productive at doing that one thing. It also meant that training new workers was much easier when replacements were needed. However, there are trade-offs when organizations make jobs highly specialized. Highly specialized jobs can cause organizations to lose the ability associated with employees who can be flexible in what they do. By spending all their time performing specialized tasks well, employees fail to update or practice other skills. Accounting majors, for example, might specialize in taxes or auditing. Some larger companies might hire these graduates for their ability to do...
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...Constarints…………… of the requirements Functional Requirement (Function) A Functional Requirement is a requirement that, when satisfied, will allow the user to perform some kind of function. For example: “The customer must place an order within two minutes of registering” For the most part, when people are talking about Business Requirements, they are referring to Functional Requirements which are generally referred to as “requirements”. Functional Requirements have the following characteristics: * uses simple language * not ambiguous * contains only one point * specific to one type of user * is qualified * describes what and not how Non-Functional Requirement A Non-Functional Requirement is usually some form of constraint or restriction that must be considered when designing the solution. For example: “The customer must be able to access their account 24 hours a day, seven days a week.” For the most part when people are talking about Constraints, they are referring to Non-Functional Requirements. Non-Functional Requirements have the same following characteristics: * uses simple language * not ambiguous * contains only one point * specific to one type of user * is qualified * describes what and not how Non-Functional requirements tend to identify “user” constraints and “system” constraints. Business requirements should be kept pure and not reflect any solution thinking. A system constraint is a constraint imposed by the...
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...Standard Operating Procedure Personal Finance Project Team Author/s: | Lucille Olivier | Document Ref: | SOP | Creation Date: | 13 September 2011 | Version: | 1.0 | Last Updated: | 13 September 2011 | Table of Contents 1. Introduction 1.1 Introduction 1.2 Purpose 1.3 Project Framework 1.4 Project definition, prioritisation and approval 1.5 Project Process 2. Initiation Phase – The Needs Analysis Process 2.1 Initiating a Project 2.2 Stakeholder Analysis 2.3 Kick Off Meeting 2.4 Functional Specification 2.5 Initiation Phase Overview 3. Validation and Feasibility Phase 3.1 Technical Specification 3.2 Costing 3.3 Reporting Analysis 3.4 Pre Project Plan 3.5 Communication Plan 3.6 Risk Register 4. The Approval Phase * The business case * Motivational Documents 5. The Prioritisation Phase 5.1 The priority matrix 5.2 Resource Scheduling 5.3 The Prioritisation Phase Overview 6. The Execution Phase 6.1 Training plan 6.2 Operations plan 6.3 Communication plan 6.4 The Execution Phase Overview 7. Monitoring and Controlling Phase 7.1 The Monitoring and Controlling Phase Overview 8. The Closure Phase 8.1 Administrative Closure 8.2 Preparing project closeout and lessons learnt 8.3 Recognize and celebrate outstanding project work 8.4 The Closure Phase Overview Introduction * 1.1 Introduction A Standard Operating...
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...achieve particular objectives (Robbins & Judge, 2011). A group can be formal, whose objective is to gather and complete work assignments and tasks. Groups also can be informal that consists of individuals who form based on social interaction. There are also other groups within a business, such as command groups, which are a group of individuals who report to one manager and task groups, which are individuals who work together to complete one task. In a work group the goal is to share information. In a work group the synergy is neutral or sometimes can be negative. The accountability of the work group is analyzed individually and the skills required for a work group can be random or varied. Teams, almost like work groups, consist of two or more individuals engage in collective work that requires joint effort (Robbins & Judge, 2011). A work team generates positive synergy through coordinated efforts. The goals of work teams are to form collective performance. The accountability of a work team is individual or mutual. The skills required in a work team are complimentary. The creation of teams is to help bring out the best performance of a business or organization. Rather than concentrating on, such as in a work group a work team works on the outputs of the business or organization. There are four types of teams. The first team is the problem -solving team. Problem-solving teams make recommendations. Problem-solving teams goals are to discuss ways of improving quality...
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