It varies depending on the follow s line of growth and cost-estimation (Organizational Structure , n .d . Strategy affects structure insofar as it either broadens or limits the possibilities in respect to achieving slated goalsFor instance , when a companionship is in use(p) in single production line , say appargonl , it is presumed that its organizational structure is commensurate to the range of the market it aims to shell come to the fore . This means that the set-up of the organization can meet the demands of the market it aims to run . If and when the analogous company decides to broaden its line of products , say venturing on various clothing lines on top of its shoe-production outfit , chances be , such move would generate correlative effects to the company s structure . Among others , the extend of the sales and marketing divisions are to be expected . And this means more functions , as well as more workforce more decision-makers , more overseers .
Whereas before , totally the company s sales and marketing endeavors are singly press on selling a single line of product , the introduction of new lines of product would meanwhile necessitate broadening its sales strategyBy inference , any change of strategy breeds a collateral change in structure . And this basic expect of thumb applies not only in respect to the intricacy of the structure , but also to the limitation and reduction of the analogous . This is most seen especially nowadays , when sparing slowdown forces numerous co! mpanies either to reduce their base-operation or merge their ventures with other companies . It seems inessential to point that companies whose operations have been cut due to the economic crunch would witness a drastic change in their respective organizational structures to accommodate its increasingly depleting resources . Gone by chance are the days when a company employs a managing director for sales on top of other local sales...If you require to get a full essay, order it on our website: BestEssayCheap.com
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