netrashetty
Netra Shetty
Organisational Structure of Alienware : Alienware is an American computer hardware company and a wholly owned subsidiary of Dell, Inc.[1] It mainly assembles third party components into desktops and laptops with custom enclosures for high-performance gaming. These products also support graphically intense applications such as video editing, simulation, and audio editing. Alienware also offers for sale rebadged computer peripherals, such as headsets, computer mouses, monitors and keyboards. Their hardware has distinctive "sci-fi" styling, typically including decorative lighting. Alienware was founded in 1996 by Nelson Gonzalez and Alex Aguila. Alienware's corporate headquarters is located in The Hammocks, unincorporated Miami-Dade County, Florida, near Miami.
2
CEO
Peter Green
2
Chairman of the Board
Duane Zitzner
Director
Paul Hsiao
Director
Keith Daubenspeck
3
Director
Scott Hartz
2
Director
John Gannon
5
Director
Mark Perry
CFO
Glenn Haegele
Legal & Business Development
David Aaron
COO
Natalino Camilleri
23
CTO
John Smith
Sales & Marketing
Patrick Ervin
There have been many factors that had affected the process of management, more specifically in the part of the human resource management. Organizational structure can be define that the way or method that an organization chooses to arrange its people as well as the different responsibilities and roles that will enable the work to be done that will eventually help to meet the goals. This essay will tackle the different characteristics and the advantage and disadvantage of the types of organizational structure: the tall and flat structure, and its actual implementation. Furthermore, it will also focus on the similarities as well as differences between the two structures.
Tall Structure and Flat Structure
Tall structure is the structure that is used by organization with numerous levels of management. It is a type of the organizational structure that is distinguished by a balanced, goal-directed hierarchy, distant decision-making, strict controls, and division of different roles based on the managerial positions and areas of labor. The main advantage of the tall structure is that it enables the people to be confined in the areas of their specialization, therefore, improving their skills in that area and become more productive. On the other hand, the main disadvantage is that it can cause different communication problems that will eventually lead to slow decision making. One of the best companies that uses the structure is Tesco, a British-based international company that specialized in grocery and merchandising.
On the other hand, flat structure is also called as organic organization that has one or two stages of management. It focuses on the decentralized approach in management in order to support high employee involvement in the process of the decision-making. The main disadvantage of the structure is that it can cause failure of control. On the other hand, the primary reason why many companies are switching into flat is that it is more appropriate to the prompt responses that are needed in a fast changing business environment, more specifically for multinational companies. Procter and Gamble become one of the most successful multinational companies in the world because of their implementation of flat functional structure.
Organizational structure depends on the product to be developed. Wheelwright and Clark define a continuum of organizational structures between two extremes, functional organizations and project organizations. Functional organizations are organized according to technological disciplines. Senior functional managers are respnsible for allocating resources. The responsibility for the total product is not allocated to a single person. Coordination occurs through rules and procedures, detailed specifications, shared traditions among engineers and meetings (ad hoc and structured). Products that need a high level of specialized knowledge require a functionally organized structure.
A light-weighted matrix organization remains functional and the level of specialization is comparable to that found in the functional mode. What is different, is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitate achievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no direct access to working-level people.
A heavy-weighted matrix organization exists of a matrix with dominant the project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing and concept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. compared to functional managers, because they have no direct access to working-level people.
A project organization exists of product oriented flows: project and teams. The project members leave their functional department and devote all their time to the project. They share the same location. The professionals are less specialized and have brioader tasks, skills and responsibilities. The functional manager is responsible for the personnel development and the more detailed technology research in the functional groups.
2
CEO
Peter Green
2
Chairman of the Board
Duane Zitzner
Director
Paul Hsiao
Director
Keith Daubenspeck
3
Director
Scott Hartz
2
Director
John Gannon
5
Director
Mark Perry
CFO
Glenn Haegele
Legal & Business Development
David Aaron
COO
Natalino Camilleri
23
CTO
John Smith
Sales & Marketing
Patrick Ervin
There have been many factors that had affected the process of management, more specifically in the part of the human resource management. Organizational structure can be define that the way or method that an organization chooses to arrange its people as well as the different responsibilities and roles that will enable the work to be done that will eventually help to meet the goals. This essay will tackle the different characteristics and the advantage and disadvantage of the types of organizational structure: the tall and flat structure, and its actual implementation. Furthermore, it will also focus on the similarities as well as differences between the two structures.
Tall Structure and Flat Structure
Tall structure is the structure that is used by organization with numerous levels of management. It is a type of the organizational structure that is distinguished by a balanced, goal-directed hierarchy, distant decision-making, strict controls, and division of different roles based on the managerial positions and areas of labor. The main advantage of the tall structure is that it enables the people to be confined in the areas of their specialization, therefore, improving their skills in that area and become more productive. On the other hand, the main disadvantage is that it can cause different communication problems that will eventually lead to slow decision making. One of the best companies that uses the structure is Tesco, a British-based international company that specialized in grocery and merchandising.
On the other hand, flat structure is also called as organic organization that has one or two stages of management. It focuses on the decentralized approach in management in order to support high employee involvement in the process of the decision-making. The main disadvantage of the structure is that it can cause failure of control. On the other hand, the primary reason why many companies are switching into flat is that it is more appropriate to the prompt responses that are needed in a fast changing business environment, more specifically for multinational companies. Procter and Gamble become one of the most successful multinational companies in the world because of their implementation of flat functional structure.
Organizational structure depends on the product to be developed. Wheelwright and Clark define a continuum of organizational structures between two extremes, functional organizations and project organizations. Functional organizations are organized according to technological disciplines. Senior functional managers are respnsible for allocating resources. The responsibility for the total product is not allocated to a single person. Coordination occurs through rules and procedures, detailed specifications, shared traditions among engineers and meetings (ad hoc and structured). Products that need a high level of specialized knowledge require a functionally organized structure.
A light-weighted matrix organization remains functional and the level of specialization is comparable to that found in the functional mode. What is different, is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitate achievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no direct access to working-level people.
A heavy-weighted matrix organization exists of a matrix with dominant the project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing and concept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. compared to functional managers, because they have no direct access to working-level people.
A project organization exists of product oriented flows: project and teams. The project members leave their functional department and devote all their time to the project. They share the same location. The professionals are less specialized and have brioader tasks, skills and responsibilities. The functional manager is responsible for the personnel development and the more detailed technology research in the functional groups.
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