evaluate the 2 structures below. Compare and contrast the impact to project management among the different organizational structures

1. The association considered for talking about the hierarchical structure is Walmart. The association has a divisional structure. The organization has different division dependent on the distinctive topographical areas and item range comprising of hardware, clothes, staple and so forth Every division has its various capacities like HR, account, promoting and so forth The divisional structure has its progressive system of layers to control and deal with the errands and capacities over the tremendous authoritative structure.

Venture the board impacts the general association as it is imperative to satisfy the distinctive vital objectives of the business by overseeing ventures that are significant for business tasks including its extension, utilization of innovation, flexibly chain the executives and client assistance.

The hierarchical structure impacts the organization's administration of ventures as it assists with controlling and oversee various capacities across geological and item divisions. The vertical announcing structure of workers brings about responsibility and control of the activities and screen the ideal aftereffects of ventures to be finished according to the undertaking targets and objectives.

Explicit models from the experience are identified with the graceful chain of the executives and consistent utilization of most recent innovation for dealing with the business activities of the organization on worldwide business. The organization utilizes RFID labels to follow its products and deal with the sharing of data about its deals and stock. The organization oversees such ventures by preparing its workers and zeroing in on the results anticipated from the undertaking to improve the proficiency and business execution.

2.

Of the four types of organizational structors, functional, division, matrix and flatarchy, being in a military unit it is very much set up as a divisional structure. Our Battalion Commanding Officer (CO) is the CEO of our "company" under him is the VP or executive officer. As a part of his special staff is what is called the S shops. S1 is admin and personnel, S2 is intelligence, S3 is training and operations, S4 is logistics. S6 is communications. The main focus of any military unit is the S3. This is because each unit specializes is something so training and being able to do that something in any conditions is absolutely imperative. Our specify is in satellite communications. All the other S shops provide support to the S3 in what ever capacity as directed by the Battalion CO. The operations planner in the S3 would be called the project manager and the S3 officer in charge would be the program manager.

Because of this sectional divide, many sections really don't know what the other one is doing. We know that all the sections do apart to get the overall mission done but with leaders that have pour communication skills, many actions could be redundant or missed leaded to a delay in the execution or miss use of resources.

I am in charge of the transportation section falling under the S4. The projects that I am apart of is how to move 200 people from place to place, or how quickly can a tent site be relocated with the least amount of vehicles to product the smallest amount of satellite signature. Currently I am working on a project to train personal on the operations of some new equipment. My team will be training people from all the different S shops. Because of the strong line between professions, we will only be able to show then the capabilities of the equipment but it will be on those newly trained people to go back to their offices and try to apply it to their trade. A new truck may not mean anything to the S1 shop but to the S2, how can they use it to gain intel or in the S6, how can this be used to relay communications. These are important questions to have answers to when the S3 or the CO tasks you with employing the gear in a training scenario.