Question is related to Content from Chapter 10 and it is an applied Learning Article review The purpose of the Applied Learning Assignments is for you to connect course content and theory to how it plays out in individual businesses, industry, or the non profit sector ARTICLE REVIEW (QUESTION) Find an article published (on line or hard copy) in a business periodical (e g Fortune, Business Week, Harvard Business Review, Business Insider, etc ), the business section of a prominent newspaper (Wall Street Journal, New York Times, Washington Post, Financial Times), a periodical (e g Time, Newsweek, U S News and World Report, the Economist, etc ) The articles should relate to a current business action that relates directly to one of the topics in our text ( Content from Chapters 10) The assignment will be evaluated based on the relevance of the articles and your brief description of how the article relates to the topic ( Content from Chapters 10) The articles should be current 2016 2021 unless it is a classic academic article on one of the topics Bellow is a sample of an article review and the steps followed Article Review 2 Name xxx MNGT xxx https markets businessinsider com news stocks jpmorgan trading team private market companies stock robinhood spacex tiktok 2020 9 1029582848 JPMorgan forms team for trading private market giants like Robinhood and TikTok Synopsis JPMorgan is launching a team for trading shares of private companies like TikTok, Robinhood, and SpaceX There have been several smaller firms to expand into private market trading, but JPMorgan will be the first from a wall street giant JPMorgan has received interest from hedge funds, company founders, and wealth management clients to form such a team The reason being, is being able to trade in private companies, it would allow them to bet on younger firms and benefit more from the rapid growth There are more and more companies that are staying private longer A lot of these companies have been growing tremendously without issuing an IPO So basically, JPMorgan Chase clients want to get in on the action and start trading in the private companies because although it may be more risky to bet on a company's early years, if that company grows a lot and actually succeeds, then there would be lots of room to turn a profit Discussion After reading this article, I thought there were a couple of things that related to what we're studying right now, particularly in chapter three Chapter three looks at the features of a value chain analysis and I believe this article ties into a primary activity in JPMorgan's value chain analysis The primary activity it ties into is that of service Service includes all actions associated with providing service to enhance or maintain the value of the product In JPMorgan's case, forming a team so that clients may trade in private markets would be focused on maintaining the value of their product In this case, their product is their relationship between the client and company, and all the financial services that come along with that The article talks about how they have received interest from top level executives, company founders, and hedge funds that they would like to trade in these private markets By listening to the feedback from their clients, they are now able to provide that service for them, deepening the relationship and maintaining their business for the foreseeable future This article also has to do with a support activity in the value chain, technology development Once JPMorgan has worked out all the details and put a team together to support this, they are going to have to enable the trading to take place on their customers brokerage accounts Which means updating the mobile app as well as online banking At the end of the day I believe that JPMorgan Chase is a technology company as well as an investment bank because they are always on the leading edge for new banking software and technology for their client's disposal Questions for Discussion Do you think other Wall Street giants will follow JPMorgan in enabling trading to occur in private markets Who do you think will be next How will this affect JPMorgan as a whole, do you think it will have a positive or negative affect on them References Winck, B (2020, September 11) JPMorgan forms team for trading private market giants like Robinhood and TikTok, report says Markets Insider Business Insider https markets businessinsider com news stocks jpmorgan trading team private market companies stock robinhood spacex tiktok 2020 9 1029582848 Reference chapter 10 study material reference Chapter 10 Part 1 Creating Effective Organizational Designs Learning Objectives 10 1 The growth patterns of major corporations and the relationship between the firm's strategy and its structure 10 2 Each of the traditional types of organizational structure simple, functional, divisional, and matrix 10 3 The implication of a firm's international operations for organizational structure 10 4 The different types of boundaryless organizations barrier free, modular, and virtual and their relative advantages and disadvantages 10 5 The need for creating ambidextrous organizational designs that enable firms to explore new opportunities and effectively integrate existing operations Organizational Designs To implement strategy successfully, firms must have appropriate organizational designs Strategy drives design How should a firm coordinate internal operations And how should a firm integrate its operations with external parties How can these internal external boundaries be made both flexible and permeable Organizational Structure Organizational structure refers to formalized patterns of interactions linking Tasks Technologies People Structure provides a balance between The need for division of tasks into meaningful groupings The need to integrate these groupings for maximum efficiency and effectiveness Organizational Structures Growth Patterns Exhibit 10 1 Dominant Growth Patterns of Large Corporations Source Adapted from J R Galbraith and R K Kazanjian Strategy Implementation Structure, Systems and Process , 2nd ed ,1986,St Paul, MN West Publishing Company Organizational Structures Simple Structure The simple organizational structure is the oldest most common organizational form The organization is small, with a single or very narrow product line The owner manager makes most of the decisions The staff serves as an extension of the top executive Simple Structure Advantages Disadvantages Advantages Highly informal Coordination of tasks by direct supervision Centralized decision making Little specialization of tasks Few rules regulations informal reward systems Disadvantages Responsibilities not understood Self interest, employees taking advantage of lack of regulations Limited opportunities for upward mobility Organizational Structures Functional Structure The functional organizational structure is where the major functions of the firm are grouped internally The organization is small, with a single or closely related product or service, high production volume, perhaps some vertical integration The owner manager needs specialists in various functional areas The chief executive has responsibility for coordination integration of the functional areas Functional Structure Example Exhibit 10 2 Functional Organizational Structure Functional Structure Advantages Disadvantages Advantages Enhanced coordination control Centralized decision making Enhanced organizational level perspective More efficient use of managerial technical talent Facilitated career paths in specialized areas Disadvantages Impeded communication coordination due differences in values orientations silos May lead to short term thinking Difficult to establish uniform performance standards Organizational Structures Divisional Structure The divisional organizational structure is where products, projects, or product markets are grouped internally Divisions are relatively autonomous, consisting of products services that are different from those of other divisions Although governed by a central corporate office, each division includes its own functional specialists Division executives help determine product market financial objectives decision making is delegated to lower level managers Divisional Structure Example Exhibit 10 3 Divisional Organizational Structure Divisional Structure Advantages Disadvantages Advantages Separation of strategic operating control Quicker response to changes in the market environment Fewer problems sharing resources across functions Development of general management talent is enhanced Disadvantages Very expensive duplication of functions possible Dysfunctional competition among divisions Differences in image quality possible across divisions Too much focus on short term performance Chapter 10 Part 2 Creating Effective Organizational Designs Organizational Structures SBU Structure The strategic business unit (SBU) structure is where similar products or markets are grouped into units to achieve synergy Variation on the divisional structure Similar divisions grouped into homogeneous units Synergies achieved through related diversification leveraging core competencies, sharing infrastructures, using market power Each SBU operates as a profit center SBU Structure Advantages Disadvantages Advantages Planning control by the corporate office Decentralization of authority Quicker response to changes in the market environment Synergies through sharing core competencies, infrastructures, market power Disadvantages Possible difficulty in achieving synergies Increased personnel overhead expenses Corporate office further removed from the divisions Corporate unaware of key changes in market conditions Organizational Structures Holding Company Structure The holding company structure is where businesses in a corporation's portfolio are the result of unrelated diversification Variation on the divisional structure Similarities are few, synergies are limited Autonomous operating divisions Small corporate staffs, with limited involvement, relying on financial controls incentive programs to obtain performance Holding Company Structure Advantages Disadvantages Advantages Cost savings due to fewer personnel and lower overhead Divisional autonomy increases motivation level of divisional executives Quicker response to changes in the market environment Disadvantages Potential for synergies is very limited Corporate office has little control Difficult to replace key divisional executives if they leave Turnaround may be difficult due to limited corporate staff support Organizational Structures Matrix Structure The matrix organizational structure is where functional departments are combined with product groups on a project basis Functional departments, product groups geographical units can be combined Individuals have two managers Project managers functional managers share responsibility Product managers handle development, manufacturing distribution of their own line Geographic managers are responsible for profitability of the business in their regions Matrix Structure Example Exhibit 10 4 Matrix Organizational Structure Matrix Structure Advantages Disadvantages Advantages Increases market responsiveness, collaboration synergies Allows more efficient utilization of resources Improves flexibility, coordination communication Increases professional development Disadvantages Dual reporting relationships lead to uncertainty regarding accountability Can lead to power struggles conflict Relationships are complicated, need teamwork Decision making takes longer Organizational Structures International Operations Firms with international operations must consider a structure based on the following Type of strategy driving the firm's foreign operations Degree of product diversity The extent to which a firm is dependent on foreign sales International Operations Multidomestic vs Global Multidomestic strategies use International division structure Geographic area division structure Worldwide matrix structure Global strategies use Worldwide functional structure Worldwide product division structure Worldwide holding company structure International Operations Global Startup A global start up Uses inputs from around the world Sells its products services to customers around the world Has communication coordination challenges Has fewer resources than well established corporations Must use less costly administrative mechanisms Frequently chooses a boundaryless organizational design Chapter 10 Part 3 Creating Effective Organizational Designs Organizational Structures Boundaryless Designs A boundaryless organizational design makes these boundaries more permeable Vertical boundaries between organizational levels Horizontal boundaries between functional areas External boundaries between the firm and its customers, suppliers, regulators Geographic boundaries between locations, cultures, markets Boundaryless designs include barrier free, modular, virtual organizations Boundaryless Designs Barrier Free Organizations A barrier free organization has permeable internal external boundaries and requires Higher level of trust and shared interests Shift in philosophy from executive development to organizational development Greater use of teams Flexible, porous organizational boundaries Communication flows mutually beneficial relationships with both internal and external constituencies Barrier Free Structures Pros Cons Exhibit 10 6 Pros and Cons of Barrier Free Structures Boundaryless Designs Modular Organizations A modular organization requires seamless relationships with external organizations Outsources nonvital functions or non core activities to outsiders Activates knowledge expertise of best in class suppliers but retains strategic control Focuses scarce resources on key areas Accelerates organizational learning Decreases overall costs, leverages capital Modular Structures Pros Cons Exhibit 10 7 Pros and Cons of Modular Structures Boundaryless Designs Virtual Organizations A virtual organization requires forming alliances with multiple external partners Continually evolving network of independent companies Linked together to share skills, costs, access to one another's markets Coping with uncertainty through cooperative efforts Each gains from resulting individual organizational learning May not be permanent Virtual Structures Pros Cons Exhibit 10 8 Pros and Cons of Virtual Structures Source Miles, R E Snow, C C 1986 Organizations New Concepts for New Forms California Management Review, Spring 62 73 Miles Snow 1999 Causes of Failure in Network Organizations, California Management Review, Summer 53 72 and Bahrami, H 1991 The Emerging Flexible Organization Perspectives from Silicon Valley California Management Review, Summer 33 52 Boundaryless Designs Making Them Work A virtual boundaryless organization requires Mechanisms to ensure effective coordination and integration Common culture and shared values Horizontal organizational structures Communications and information technologies Human resource practices Awareness of the benefits and costs of developing lasting internal external relationships Boundaryless Designs Benefits Costs Benefits Agency costs are reduced through the use of relational systems Transaction costs between the firm and its suppliers are reduced Individual participants are less likely to perceive a conflict of interest Costs Relationships between individuals become more important than profits Conflicts are resolved through ad hoc negotiations processes Relationships are driven more by social connections than by needed competencies Organizational Structures Ambidextrous Designs Ambidextrous organizational designs address two contradictory challenges How to maintain adaptability How to achieve alignment Ambidextrous organizations Aligned and efficient while they pursue modest, incremental innovations Flexible enough to adapt to changes in the external environment and create dramatic, breakthrough innovations Ambidextrous Designs Effectiveness Ambidextrous organizational designs Effectively integrate and coordinate existing operations Establish project teams that are structurally independent units Pay attention to each unit's processes, structures, cultures Effectively integrate each unit into the existing management hierarchy Coming up this week In class Class time this week will be devoted to finding and discussion examples of organizational structure To prepare for class, identify companies that interest you, find their annual reports, and see if you can determine their structure How is your BSG company organized based on what you read in this Chapter If you were to diversify, what business, product, or market would you move into OR Use this link to access chapter 10 material https slideplayer com slide 4623329

The Answer is in the image, click to view ...

Question: Question is related to Content from Chapter 10 and it is an applied Learning Article review. The purpose of the Applied Learning Assignments is for

Question is related to Content from Chapter 10 and it is an applied Learning Article review.

The purpose of the Applied Learning Assignments is for you to connect course content and theory to how it plays out in individual businesses, industry, or the non-profit sector.

ARTICLE REVIEW (QUESTION):Find an article published (on-line or hard copy) in a business periodical (e.g. Fortune, Business Week, Harvard Business Review, Business Insider, etc.), the business section of a prominent newspaper (Wall Street Journal, New York Times, Washington Post, Financial Times), a periodical (e.g. Time, Newsweek, U.S. News and World Report, the Economist, etc.).The articles should relate to a current business action that relates directly to one of the topics in our text (Content from Chapters 10). The assignment will be evaluated based on the relevance of the articles and your brief description of how the article relates to the topic (Content from Chapters 10).The articles should be current 2016-2021 unless it is a classic academic article on one of the topics.

Bellow is a sample of an article review and the steps followed

Article Review 2

Name xxx

MNGT xxx

https://markets.businessinsider.com/news/stocks/jpmorgan-trading-team-private-market-

companies-stock-robinhood-spacex-tiktok-2020-9-1029582848.

JPMorgan forms team for trading private-market giants like Robinhood and TikTok

Synopsis: JPMorgan is launching a team for trading shares of private companies like TikTok, Robinhood, and SpaceX. There have been several smaller firms to expand into private market trading, but JPMorgan will be the first from a wall street giant. JPMorgan has received interest from hedge funds, company founders, and wealth management clients to form such a team. The reason being, is being able to trade in private companies, it would allow them to bet on younger firms and benefit more from the rapid growth. There are more and more companies that are staying private longer. A lot of these companies have been growing tremendously without issuing an IPO. So basically, JPMorgan Chase clients want to get in on the action and start trading in the private companies because although it may be more risky to bet on a company's early years, if that company grows a lot and actually succeeds, then there would be lots of room to turn a profit.

Discussion: After reading this article, I thought there were a couple of things that related to what we're studying right now, particularly in chapter three. Chapter three looks at the features of a value-chain analysis and I believe this article ties into a primary activity in JPMorgan's value-chain analysis. The primary activity it ties into is that of service. Service includes all actions associated with providing service to enhance or maintain the value of the product. In JPMorgan's case, forming a team so that clients may trade in private markets would be focused on maintaining the value of their product. In this case, their product is their relationship between the client and company, and all the financial services that come along with that. The article talks about how they have received interest from top level executives, company founders, and hedge funds that they would like to trade in these private markets. By listening to the feedback from their clients, they are now able to provide that service for them, deepening the relationship and maintaining their business for the foreseeable future. This article also has to do with a support activity in the value chain, technology development. Once JPMorgan has worked out all the details and put a team together to support this, they are going to have to enable the trading to take place on their customers brokerage accounts. Which means updating the mobile app as well as online banking. At the end of the day I believe that JPMorgan Chase is a technology company as well as an investment bank because they are always on the leading edge for new banking software and technology for their client's disposal.

Questions for Discussion: Do you think other Wall Street giants will follow JPMorgan in enabling trading to occur in private markets? Who do you think will be next? How will this affect JPMorgan as a whole, do you think it will have a positive or negative affect on them?

References

Winck, B. (2020, September 11). JPMorgan forms team for trading private-market giants like Robinhood and TikTok, report says | Markets Insider. Business Insider.

https://markets.businessinsider.com/news/stocks/jpmorgan-trading-team-private-market-companies-stock-robinhood-spacex-tiktok-2020-9-1029582848.

Reference

chapter 10 study material reference

Chapter 10 Part 1

Creating Effective Organizational Designs

Learning Objectives

10-1 The growth patterns of major corporations and the relationship between the firm's strategy and its structure.

10-2 Each of the traditional types of organizational structure: simple, functional, divisional, and matrix.

10-3 The implication of a firm's international operations for organizational structure.

10-4 The different types of boundaryless organizations- barrier-free, modular, and virtual- and their relative advantages and disadvantages.

10-5 The need for creating ambidextrous organizational designs that enable firms to explore new opportunities and effectively integrate existing operations.

Organizational Designs

To implement strategy successfully, firms must have appropriate organizational designs.

Strategy drives design.

How should a firm coordinate internal operations? And how should a firm integrate its operations with external parties?

How can these internal & external boundaries be made both flexible and permeable?

Organizational Structure

Organizational structurerefers to formalized patterns of interactions linking.

Tasks
Technologies
People

Structure provides a balance between:

The need for division of tasks into meaningful groupings
The need to integrate these groupings for maximum efficiency and effectiveness

Organizational Structures: Growth Patterns

Exhibit 10.1 Dominant Growth Patterns of Large Corporations

Source: Adapted from J.R. Galbraith and R.K. Kazanjian. Strategy Implementation: Structure, Systems and Process, 2nd ed.,1986,St Paul, MN: West Publishing Company.

Organizational Structures: Simple Structure

The simple organizational structureis the oldest & most common organizational form.

The organization is small, with a single or very narrow product line.
The owner-manager makes most of the decisions.
The staff serves as an extension of the top executive.

Simple Structure Advantages & Disadvantages

Advantages

Highly informal
Coordination of tasks by direct supervision
Centralized decision making
Little specialization of tasks
Few rules & regulations; informal reward systems

Disadvantages

Responsibilities not understood
Self-interest, employees taking advantage of lack of regulations
Limited opportunities for upward mobility

Organizational Structures: Functional Structure

The functional organizational structureis where the major functions of the firm are grouped internally.

The organization is small, with a single or closely related product or service, high production volume, perhaps some vertical integration.
The owner-manager needs specialists in various functional areas.
The chief executive has responsibility for coordination & integration of the functional areas.

Functional Structure Example

Exhibit 10.2 Functional Organizational Structure

Functional Structure Advantages & Disadvantages

Advantages

Enhanced coordination & control
Centralized decision making
Enhanced organizational-level perspective
More efficient use of managerial & technical talent
Facilitated career paths in specialized areas

Disadvantages

Impeded communication & coordination due differences in values & orientations-"silos"
May lead to short-term thinking
Difficult to establish uniform performance standards

Organizational Structures: Divisional Structure

The divisional organizational structureis where products, projects, or product markets are grouped internally.

Divisions are relatively autonomous, consisting of products & services that are different from those of other divisions.
Although governed by a central corporate office, each division includes its own functional specialists.
Division executives help determine product-market & financial objectives; decision making is delegated to lower-level managers.

Divisional Structure Example

Exhibit 10.3 Divisional Organizational Structure

Divisional Structure Advantages & Disadvantages

Advantages

Separation of strategic & operating control
Quicker response to changes in the market environment
Fewer problems sharing resources across functions
Development of general management talent is enhanced

Disadvantages

Very expensive duplication of functions possible
Dysfunctional competition among divisions
Differences in image & quality possible across divisions
Too much focus on short-term performance

Chapter 10 Part 2

Creating Effective Organizational Designs

Organizational Structures: SBU Structure

The strategic business unit (SBU) structureis where similar products or markets are grouped into units to achieve synergy.

Variation on the divisional structure
Similar divisions grouped into homogeneous units
Synergies achieved through related diversification- leveraging core competencies, sharing infrastructures, using market power
Each SBU operates as a profit center

SBU Structure Advantages & Disadvantages

Advantages

Planning & control by the corporate office
Decentralization of authority
Quicker response to changes in the market environment
Synergies through sharing core competencies, infrastructures, & market power

Disadvantages

Possible difficulty in achieving synergies
Increased personnel & overhead expenses
Corporate office further removed from the divisions
Corporate unaware of key changes in market conditions

Organizational Structures: Holding Company Structure

The holding company structureis where businesses in a corporation's portfolio are the result of unrelated diversification.

Variation on the divisional structure
Similarities are few, synergies are limited
Autonomous operating divisions
Small corporate staffs, with limited involvement, relying on financial controls & incentive programs to obtain performance

Holding Company Structure Advantages & Disadvantages

Advantages

Cost savings due to fewer personnel and lower overhead
Divisional autonomy increases motivation level of divisional executives
Quicker response to changes in the market environment

Disadvantages

Potential for synergies is very limited
Corporate office has little control
Difficult to replace key divisional executives if they leave
Turnaround may be difficult due to limited corporate staff support

Organizational Structures: Matrix Structure

The matrix organizational structureis where functional departments are combined with product groups on a project basis.

Functional departments, product groups & geographical units can be combined.
Individuals have two managers.
Project managers & functional managers share responsibility.
Product managers handle development, manufacturing & distribution of their own line.
Geographic managers are responsible for profitability of the business in their regions.

Matrix Structure Example

Exhibit 10.4 Matrix Organizational Structure

Matrix Structure Advantages & Disadvantages

Advantages

Increases market responsiveness, collaboration & synergies
Allows more efficient utilization of resources
Improves flexibility, coordination & communication
Increases professional development

Disadvantages

Dual reporting relationships lead to uncertainty regarding accountability
Can lead to power struggles & conflict
Relationships are complicated, need teamwork
Decision making takes longer

Organizational Structures: International Operations

Firms with international operationsmust consider a structure based on the following:

Type of strategy driving the firm's foreign operations
Degree of product diversity
The extent to which a firm is dependent on foreign sales

International Operations Multidomestic vs. Global

Multidomestic strategies use...

International division structure
Geographic-area division structure
Worldwide matrix structure

Global strategies use...

Worldwide functional structure
Worldwide product division structure
Worldwide holding company structure

International Operations Global Startup

A global start-up:

Uses inputs from around the world
Sells its products & services to customers around the world
Has communication & coordination challenges
Has fewer resources than well-established corporations
Must use less costly administrative mechanisms
Frequently chooses a boundaryless organizational design

Chapter 10 Part 3

Creating Effective Organizational Designs

Organizational Structures: Boundaryless Designs

A boundaryless organizational designmakes these boundaries more permeable:

Vertical boundaries between organizational levels
Horizontal boundaries between functional areas
External boundaries between the firm and its customers, suppliers, & regulators
Geographic boundaries between locations, cultures, & markets

Boundaryless designs include barrier-free, modular, & virtual organizations.

Boundaryless Designs: Barrier-Free Organizations

A barrier-free organizationhas permeable internal & external boundaries and requires:

Higher level of trust and shared interests
Shift in philosophy from executive development to organizational development
Greater use of teams
Flexible, porous organizational boundaries
Communication flows & mutually beneficial relationships with both internal and external constituencies

Barrier-Free Structures Pros & Cons

Exhibit 10.6 Pros and Cons of Barrier-Free Structures

Boundaryless Designs: Modular Organizations

A modular organization requires seamless relationships with external organizations.

Outsources nonvital functions or non-core activities to outsiders
Activates knowledge & expertise of"best in class" suppliers but retains strategic control
Focuses scarce resources on key areas
Accelerates organizational learning
Decreases overall costs, leverages capital

Modular Structures Pros & Cons

Exhibit 10.7 Pros and Cons of Modular Structures

Boundaryless Designs: Virtual Organizations

A virtual organization requires forming alliances with multiple external partners.

Continually evolving network of independent companies
Linked together to share skills, costs, & access to one another's markets
Coping with uncertainty through cooperative efforts
Each gains from resulting individual & organizational learning
May not be permanent

Virtual Structures Pros & Cons

Exhibit 10.8 Pros and Cons of Virtual Structures

Source: Miles, R.E. & Snow, C.C. 1986. Organizations: New Concepts for New Forms. California Management Review, Spring: 62-73; Miles & Snow. 1999. Causes of Failure in Network Organizations, California Management Review, Summer: 53-72; and Bahrami, H. 1991. The Emerging Flexible Organization: Perspectives from Silicon Valley. California Management Review,Summer: 33-52.

Boundaryless Designs: Making Them Work

A"virtual" boundaryless organization requires:

Mechanisms to ensure effective coordination and integration
Common culture and shared values
Horizontal organizational structures
Communications and information technologies
Human resource practices
Awareness of the benefits and costs of developing lasting internal & external relationships

Boundaryless Designs: Benefits & Costs

Benefits

Agency costs are reduced through the use of relational systems.
Transaction costs between the firm and its suppliers are reduced.
Individual participants are less likely to perceive a conflict of interest.

Costs

Relationships between individuals become more important than profits.
Conflicts are resolved through ad hoc negotiations & processes.
Relationships are driven more by social connections than by needed competencies.

Organizational Structures: Ambidextrous Designs

Ambidextrous organizational designsaddress two contradictory challenges.

How to maintain adaptability
How to achieve alignment

Ambidextrous organizations

Aligned and efficient while they pursue modest, incremental innovations
Flexible enough to adapt to changes in the external environment and create dramatic, breakthrough innovations

Ambidextrous Designs: Effectiveness

Ambidextrous organizational designs:

Effectively integrate and coordinate existing operations
Establish project teams that are structurally independent units
Pay attention to each unit's processes, structures, & cultures
Effectively integrate each unit into the existing management hierarchy

Coming up this week

In class

Class time this week will be devoted to finding and discussion examples of organizational structure. To prepare for class, identify companies that interest you, find their annual reports, and see if you can determine their structure.
How is your BSG company organized based on what you read in this Chapter? If you were to diversify, what business, product, or market would you move into?

Use this link to access chapter 10 material: https://slideplayer.com/slide/4623329/

Step by Step Solution

There are 3 Steps involved in it

1 Expert Approved Answer

Step: 1 Unlock blur-text-image

Question Has Been Solved by an Expert!

Get step-by-step solutions from verified subject matter experts

Step: 2 Unlock

Step: 3 Unlock

Students Have Also Explored These Related General Management Questions!

Module 9 Assignment: TOC Answer all the questions and submit your answer report to Module 9 Assignment in Dropbox by the deadline . The report should be typed, single spaced, in one MS Word file. You...

Course Description Human Resource Management provides a management-oriented exploration of human resource management, structure, functional applications, and labor management relations. Focus is...

I hope you can answer this question and find the reference below the question. Thank you Topic: Conducting personal job interviews using the STAR model 1- Design a two-hour training work plan for 10...

Please attemp the question I have attached and I have guideline for the answers.For question 3,difference between tax evasion and avoiddance can be found in seminar 2 slides.Tax avoidance mean the...

MEE 6501, Advanced Air Quality Control Course Syllabus Course Description Advanced Air Quality Control provides an in-depth study of advanced air quality control science and management practices. The...

BHA 3002, Health Care Management Course Syllabus Course Description Health Care Management contains an introduction to the field of modern healthcare management through a systematic analysis of the...

FIR 3303, Introduction to Fire Prevention Course Syllabus Course Description Fire Prevention provides fundamental knowledge relating to the field of fire prevention. Topics include the history and...

Merton Electronics operates two retail outlets in Port Wren, one downtown and the other in Docklands. The stores share the use of a corporate staff responsible for functions such as personnel, IT,...

A reasoning where we start with certain particular statementsand conclude with a universal statement is called Deductive Reasoning Inductive Reasoning Abnormal Reasoning Transcendental Reasoning 6....

in general, the least expensive form of funding for an investment is equity senior mortgage debt preferred equity

Financial Statements of a Manufacturing Firm The following events took place for Sorensen Manufacturing Company during January, the first month of its operations as a producer of digital video...