abhishreshthaa
Abhijeet S
ADC Telecommunications (NASDAQ: ADCT) is a communications company located in Eden Prairie, Minnesota, a southwest suburb of Minneapolis.
2
Managing Director
Richard Lonsdale-Hands
2
Chairman of the Board
Alain Dumenil
2
Director
Pierre Berneau
3
Director
Patrick Engler
4
Director
Philippe Mamez
3
Accounting & Administration
Florence Soucemarianadin
3
Legal
Nicolas Boucheron
Lam (2005) reiterates the worldview stating that the organisational forms are tended to vary in their innovative ability as respond to the fast-changing environments. The important interconnection between organisation structure and innovative capability is evident on the five dominant organisational configurations (as cited in Castellacci et al, 2005). These are simple structure, machine bureaucracy, professional bureaucracy, divisionalised form and adhocracy. Indeed, these configurations not only drives organisation to align their structures and designs to the changes but also proactively respond to those changes through innovation. Such stance points to another context true to contemporary organisations, but nonetheless would be more plausible if knowledge management (KM) strategies are integrated. This is the increasing demand in the necessity for collaborative activities. A trend that emerge over the last two decades, organisations of today realise the need to closely integrate several functions such as R&D and supply chain since these are positive source of innovative capability. As Powell and Grodal (2005) put it, the positive feedback loops by which organisations are becoming centrally placed drive them to become even more innovative and competitive.
The Sales Manager is responsible for making contact with customers and obtaining orders from those contacts.
The Company Accountant controls all the financial dealings of the company and is responsible for producing management accounts and financial reports.
Structures
Other organisations will have different structures. For example most organisations will have a marketing department responsible for market research and marketing planning. A customer services department will look after customer requirements. A human resources department will be responsible for recruitment and selection of new employees, employee motivation and a range of other people focused activities. In addition there will be a number of cross-functional areas such as administration and Information Technology departments that service the functional areas of the company. These departments will provide back up support and training.
Organisations are structured in different ways:
1. by function as described above
2. by regional area - a geographical structure e.g. with a marketing
manager North, marketing manager South etc
3. by product e.g. marketing manager crisps, marketing manager drinks, etc
4. into work teams, etc.
Reporting in organisations often takes place down the line. An employee might be accountable to a supervisor, who is accountable to a junior manager, who is then accountable to a senior manager - communication and instructions can then be passed down the line.
Tall Structure Organisation
In its simplest form a tall organisation has many levels of management and supervision. There is a “long chain of command” running from the top of the organisation eg Chief Executive down to the bottom of the organisation eg shop floor worker. The diagram below neatly captures the concept of a tall structure.
Diagram: Tall Structure
Tall Structure
However, tall structures rarely exceed 8 levels of management. This is firstly because the number of layers (i.e. management levels) decreases the span of control. Secondly the disadvantages of the tall structure begin to outweigh the advantages of a tall structure.
Advantages of tall Organisations
Disadvantages of tall Organisations
* There is a narrow span of control ie each manager has a small number of employees under their control. This means that employees can be closely supervised.
* The freedom and responsibility of employees (subordinates) is restricted.
* There is a clear management structure.
* Decision making could be slowed down as approval may be needed by each of the layers of authority.
* The function of each layer will be clear and distinct. There will be clear lines of responsibility and control.
* Communication has to take place through many layers of management.
* Clear progression and promotion ladder.
* High management costs because managers are generally paid more than subordinates. Each layer will tend to pay it’s managers more money than the layer below it.
2
Managing Director
Richard Lonsdale-Hands
2
Chairman of the Board
Alain Dumenil
2
Director
Pierre Berneau
3
Director
Patrick Engler
4
Director
Philippe Mamez
3
Accounting & Administration
Florence Soucemarianadin
3
Legal
Nicolas Boucheron
Lam (2005) reiterates the worldview stating that the organisational forms are tended to vary in their innovative ability as respond to the fast-changing environments. The important interconnection between organisation structure and innovative capability is evident on the five dominant organisational configurations (as cited in Castellacci et al, 2005). These are simple structure, machine bureaucracy, professional bureaucracy, divisionalised form and adhocracy. Indeed, these configurations not only drives organisation to align their structures and designs to the changes but also proactively respond to those changes through innovation. Such stance points to another context true to contemporary organisations, but nonetheless would be more plausible if knowledge management (KM) strategies are integrated. This is the increasing demand in the necessity for collaborative activities. A trend that emerge over the last two decades, organisations of today realise the need to closely integrate several functions such as R&D and supply chain since these are positive source of innovative capability. As Powell and Grodal (2005) put it, the positive feedback loops by which organisations are becoming centrally placed drive them to become even more innovative and competitive.
The Sales Manager is responsible for making contact with customers and obtaining orders from those contacts.
The Company Accountant controls all the financial dealings of the company and is responsible for producing management accounts and financial reports.
Structures
Other organisations will have different structures. For example most organisations will have a marketing department responsible for market research and marketing planning. A customer services department will look after customer requirements. A human resources department will be responsible for recruitment and selection of new employees, employee motivation and a range of other people focused activities. In addition there will be a number of cross-functional areas such as administration and Information Technology departments that service the functional areas of the company. These departments will provide back up support and training.
Organisations are structured in different ways:
1. by function as described above
2. by regional area - a geographical structure e.g. with a marketing
manager North, marketing manager South etc
3. by product e.g. marketing manager crisps, marketing manager drinks, etc
4. into work teams, etc.
Reporting in organisations often takes place down the line. An employee might be accountable to a supervisor, who is accountable to a junior manager, who is then accountable to a senior manager - communication and instructions can then be passed down the line.
Tall Structure Organisation
In its simplest form a tall organisation has many levels of management and supervision. There is a “long chain of command” running from the top of the organisation eg Chief Executive down to the bottom of the organisation eg shop floor worker. The diagram below neatly captures the concept of a tall structure.
Diagram: Tall Structure
Tall Structure
However, tall structures rarely exceed 8 levels of management. This is firstly because the number of layers (i.e. management levels) decreases the span of control. Secondly the disadvantages of the tall structure begin to outweigh the advantages of a tall structure.
Advantages of tall Organisations
Disadvantages of tall Organisations
* There is a narrow span of control ie each manager has a small number of employees under their control. This means that employees can be closely supervised.
* The freedom and responsibility of employees (subordinates) is restricted.
* There is a clear management structure.
* Decision making could be slowed down as approval may be needed by each of the layers of authority.
* The function of each layer will be clear and distinct. There will be clear lines of responsibility and control.
* Communication has to take place through many layers of management.
* Clear progression and promotion ladder.
* High management costs because managers are generally paid more than subordinates. Each layer will tend to pay it’s managers more money than the layer below it.
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