Manufacturing Management: Learning through Case Studies by D. G. Coward (auth.)

By D. G. Coward (auth.)

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Manager Market Manager General Manager Product T Admin. Director ~ M M M M ~ A B P ~ Eng. 8b Product-based 'B' structure: how effective is the role of Eng. 'X'? Situation 2 Another problem concerned ownership and communication. Dissatisfaction was expressed by people working at certain levels of the organisation: namely, decision making was remote and reasons for rejecting proposals made were not relayed to individuals or at best were incomplete. 8b. Analyse the effects of these two outline designs on people working at the lowest level and then answer the questions set later.

Any company that has not redesigned its structure for years must be operating under a totally different set of market forces to those which most companies endure. The management style of the Chief Executive is a strong feature of organisation design. Even the choice of managers for positions at different levels influences the operations. If the choice is between, say, people with attributes of meticulous researcher, people pleaser, committee manipulator and backside kicker (abrasive), then the outcome tells much about the upper management's requirements.

Understand the effect of the organisation design on functions and individuals in a company. c. The Basics of Organisation Structure Introduction All businesses produce and market their products and services through an organisational structure. This structure can either help or hinder a business in achieving its objectives. It has been said: 'management is about being responsible for more work than can be accomplished by one person'. This statement highlights that, to complete the manager's responsibility, the work must be done by others through an appropriate system.

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