Template:SFR:Today's Featured Article3/2012 - Revision history

Paulreed at 00:43, 31 October 2012

2012-10-31T00:43:42Z

← Older revision		Revision as of 18:43, 30 October 2012
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	*the environmental context within which an organisation operates		*the environmental context within which an organisation operates

	[[File:Org_designs_factors.png]]		[[File:Org_designs_factors.png\|thumb]]

	The link between strategy (the long-term goals and objectives of an organisation) and structure was first documented by the business historian Alfred Chandler Jr (1962). In a study of around a hundred US firms he concluded that continued organisational growth led to vertical integration (for example, firms buying previously separate suppliers) and to diversification of the product range. Chandler argued that the logical structure for such an organisation was the divisional structure (see following sections).		The link between strategy (the long-term goals and objectives of an organisation) and structure was first documented by the business historian Alfred Chandler Jr (1962). In a study of around a hundred US firms he concluded that continued organisational growth led to vertical integration (for example, firms buying previously separate suppliers) and to diversification of the product range. Chandler argued that the logical structure for such an organisation was the divisional structure (see following sections).

Paulreed at 13:17, 30 October 2012

2012-10-30T13:17:46Z

← Older revision		Revision as of 07:17, 30 October 2012
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	<center style="background-color: #f5fffa; border: 1px solid #cef2e0; font-weight: bold;"> <div style="font-size:150%">~~Divisonalization~~</div></center>		<center style="background-color: #f5fffa; border: 1px solid #cef2e0; font-weight: bold;"> <div style="font-size:150%">Divisionalization</div></center>
	The context of organisational design		The context of organisational design

Paulreed at 12:41, 30 October 2012

2012-10-30T12:41:49Z

← Older revision		Revision as of 06:41, 30 October 2012
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	Product lines		Product lines

	Click [[~~Divisonalization~~\|here]] to read more		Click [[Divisionalization\|here]] to read more

Paulreed at 12:41, 30 October 2012

2012-10-30T12:41:02Z

← Older revision		Revision as of 06:41, 30 October 2012
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	Generally speaking, there are a number of factors which influence how an organisation is structured. Research suggests there are four main contingencies influencing the structure of an organisation. These are:		Generally speaking, there are a number of factors which influence how an organisation is structured. Research suggests there are four main contingencies influencing the structure of an organisation. These are:
	· the size of the organisation		*the size of the organisation
	· the technology utilised by the organisation		*the technology utilised by the organisation
	· the strategy of the organisation		*the strategy of the organisation
	· the environmental context within which an organisation operates		*the environmental context within which an organisation operates

	[[File:Org_designs_factors.png]]		[[File:Org_designs_factors.png]]

Paulreed at 12:40, 30 October 2012

2012-10-30T12:40:32Z

← Older revision		Revision as of 06:40, 30 October 2012
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	Generally speaking, there are a number of factors which influence how an organisation is structured. Research suggests there are four main contingencies influencing the structure of an organisation. These are:		Generally speaking, there are a number of factors which influence how an organisation is structured. Research suggests there are four main contingencies influencing the structure of an organisation. These are:
	· the size of the organisation		· the size of the organisation
	· the technology utilised by the organisation		· the technology utilised by the organisation
	· the strategy of the organisation		· the strategy of the organisation

Paulreed at 12:40, 30 October 2012

2012-10-30T12:40:13Z

← Older revision		Revision as of 06:40, 30 October 2012
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	#~~REDIRECT~~ [[~~Divisionalization~~]]		<center style="background-color: #f5fffa; border: 1px solid #cef2e0; font-weight: bold;"> <div style="font-size:150%">Divisonalization</div></center>
			The context of organisational design

			Generally speaking, there are a number of factors which influence how an organisation is structured. Research suggests there are four main contingencies influencing the structure of an organisation. These are:
			· the size of the organisation
			· the technology utilised by the organisation
			· the strategy of the organisation
			· the environmental context within which an organisation operates

			[[File:Org_designs_factors.png]]

			The link between strategy (the long-term goals and objectives of an organisation) and structure was first documented by the business historian Alfred Chandler Jr (1962). In a study of around a hundred US firms he concluded that continued organisational growth led to vertical integration (for example, firms buying previously separate suppliers) and to diversification of the product range. Chandler argued that the logical structure for such an organisation was the divisional structure (see following sections).

			In general a large organization can be split into divisions in accordance with the products or services. Divisional managers are responsible for all operations (production, sales and so on) relating to their product. In general, a divisional structure will lead to decentralization of the decision-making process and divisional managers may have the freedom to set selling prices, chose suppliers, make product mix and output decisions and so on.

			Companies who organize as divisions can do so along:
			Geographical regions
			Product lines

			Click [[Divisonalization\|here]] to read more

Paulreed: Redirected page to Divisionalization

2012-10-29T21:13:40Z

Redirected page to Divisionalization

New page

#REDIRECT [[Divisionalization]]