Essay格式范文-组织结构与不同类型的结构。本文是一篇留学生MBA essay写作范文,主要内容是讲述组织结构是企业的内部正式框架,它显示了管理层之间的联系方式以及权力的传递方式。它基本上是一个用来描述组织层次结构的框架。每个企业都需要有自己的组织结构,因为这有助于确定个人各个级别的工作及其职能,也有助于实现自己的发展目标。每种类型的组织都需要有自己的结构,特别是当涉及到大型企业时,因为这会成为各个部门和职能的困难活动。下面是这篇Essay对不同组织以及组织文化进行的研究分析,供参考。
Organsational structure is the internal, formal framework of a business that shows the way in which management is linked together and how the authority is transmitted. (Stimpson P. 2011)
It is basically a framework used to describe the hierarchy inan organisation. Every business needs to have their own organizational structure as it helps in identifying the job at each level of an individual followed by its functions and it also assists in obtaining their own goals for development. There is a need for every type of organisation to have their own structure specially when it comes to large enterprises as it becomes difficult activities of the various departments and functions. Following are the various type of organisation structure a business can have:
以下是企业可以拥有的各种类型的组织结构:
1.Functional Structure:功能结构
Figure 1: Functional
Source: businessmates.org,2014
This type of structure mainly focuses on the functions set up for each department of the organisation. It works well for small enterprises as each department is mostly dependent on the knowledge, skill and talent of the other employees to support themselves. It leads to specialization and efficiency in the performance, however on the other hand it can also lead to conflicts as it restricts the employee of different departments to communicate and coordinate with each other because of the boundaries of working in their own department separately.
这种类型的结构主要侧重于为组织的每个部门设置的职能。它对小企业很有效,因为每个部门都主要依靠其他员工的知识、技能和才能来养活自己。它导致了绩效的专业化和效率,但另一方面,它也可能导致冲突,因为它限制了不同部门的员工之间的沟通和协调,因为他们在各自部门工作的界限。
2.Product Structure:产品结构
Divisional Structure分部结构
Figure 2: Product
Source: tutorialspoint.com,2014
It’s focus is on the organisations product lines and this type of structure can mostly be found in retail stores which exist in a number of cities. Mostly large enterprises who have different type of products with their own departments and functions have this structure. Despite this structure being faster when it comes to making decisions, it can also lead to extra cost due to repeated functions for each product.
它的重点是组织的产品线,这种类型的结构大多可以在许多城市的零售店中找到。大多数拥有不同类型产品、有自己部门和职能的大型企业都有这种结构。尽管这种结构在决策时更快,但由于每个产品的重复功能,它也可能导致额外的成本。
3.Regional Structure:区域结构
Figure 3: Regional
Source: cnx.org,2014
Organisations who develop and duplicate department in various functional areas across the region use this structure as they want to focus on the local strategies of the area to keep up with the competition by studying their preferences and demands.
在整个地区的各个职能领域发展和复制部门的组织使用这种结构,因为他们希望通过研究自己的偏好和需求,专注于该地区的当地战略,以跟上竞争。
4.Multi-divisional Structure:多部门结构
Figure 4: Multi-division
Source: creately.com,2014
This structure is used for large companies which operate in wide geographical areas as the number of functions, employees and activities are very large. The benefit of this structure is that it is more specific and rapid but on the other hand due to the employees being in different divisions the communication is uneasy.
这种结构适用于在广阔地理区域内运营的大型公司,因为其职能、员工和活动的数量非常多。这种结构的好处是它更具体、更快速,但另一方面,由于员工在不同的部门,沟通很不方便。
5.Multi-function Structure:多功能结构
It mostly focuses on achieving the business goals as it diverse functional expertise to work together on it.
它主要专注于实现业务目标,因为它拥有多种功能专业知识来共同努力。
6.Matrix Structure:矩阵结构
Figure 5: Matrix
Source: unc.edu,2014
This happens to be a combination of divisional and functional structure as it handles product line and functions together. Though it provides benefit of both structures to be in one enterprise it can create a conflict when it comes to increased costs and internal complexity.
这恰好是部门和功能结构的结合,因为它将产品线和功能放在一起处理。尽管它在一个企业中提供了两种结构的好处,但当涉及到增加的成本和内部复杂性时,它可能会造成冲突。
Organisational culture and different types of cultures 组织文化和不同类型的文化
Culture is compromised of the assumptions, values, norms and tangible signs of organisation members and their behaviour. Members of the organisation soon come to sense the particular culture of an organization. (Katrin O. ,2010)
文化受到组织成员及其行为的假设、价值观、规范和有形迹象的影响。该组织的成员很快就会意识到一个组织的特殊文化。
Organisational culture refers to the values, expectations and behaviour which hold the organisation together. It basically based on customs, beliefs and rules which develop over time. It also refers to an arrangement of the objectives and ideas made by the people in the organisation and is not only referred to the people employed in the company but also their products, services and the various process involved. There are four main types of cultures:
组织文化是指将组织维系在一起的价值观、期望和行为。它基本上建立在随着时间的推移而发展起来的风俗、信仰和规则之上。它还指组织中人员对目标和想法的安排,不仅指公司雇佣的人员,还指他们的产品、服务和所涉及的各种流程。文化主要有四种类型:
1.Power Culture: This is used by most organisations where the power lies at the top level of management as they make the decisions. It is mostly suitable for organisations which have small number of employees. The relationship is adaptive and informal which leads to good personal relations.
权力文化:大多数组织在决策时都会使用这种文化,因为权力掌握在高层管理层。它主要适用于员工人数较少的组织。这种关系是适应性的和非正式的,这导致了良好的个人关系。
2.Role Culture: This is mostly found in large hierarchical enterprise where each employee has their own role to perform specifically. Here the employees work more close to their job description and are creative in their own way. The relationship is formal in nature.
角色文化:这种文化大多出现在大的层级企业中,每个员工都有自己的具体角色。在这里,员工的工作更接近他们的工作描述,并以自己的方式发挥创造力。这种关系本质上是正式的。
3.Task Culture: Here teams are made to complete tasks appointed. Every team ends up making their own cultures as they have their own authority to make decisions. In this type of culture teams are creative but on the other hand it can also be costly due to the market price being demanded for their service by the experts.
任务文化:在这里,团队是为了完成指定的任务。每个团队最终都会形成自己的文化,因为他们有自己的决策权。在这种类型的文化中,团队是有创造力的,但另一方面,由于专家对其服务的市场价格要求,这也可能是昂贵的。
4.Person Culture: This is more of an individualistic culture where everyone are allowed to express themselves and make decisions of their own.
Compare and contrast two organizational chart of real companies
人员文化:这更像是一种个人主义文化,每个人都可以表达自己并做出自己的决定。
The two organisations taken for this ressay are Nestle and McDonalds.
两种真实公司组织结构图的比较
本报告的两个组织是雀巢和麦当劳。
I. Nestle
Figure 6: Nestle Logo
Source: consumerbrands.com, 2014
Nestle is a multinational company headquartered in Switzerland. It’s main focus is to provide health oriented food for its customers for a healthier lifestyle following with different varieties of products including beverages. They have products which are specially for people who are very conscious about weight gain, cornflakes that contain iron and proteins for the development of young children. It believes in satisfying its customers at any point of the day and all around the world as their products can be found worldwide. They want to provide reliable quality food products which will contribute towards the nutritional factor of consumers till the brand’s existence. (nestle.co.za, 2014)
雀巢是一家总部设在瑞士的跨国公司。它的主要重点是为客户提供以健康为导向的食品,以实现更健康的生活方式,随后推出包括饮料在内的各种产品。他们有专门为那些非常关注体重增加的人准备的产品,含有铁和蛋白质的玉米片,用于幼儿的发育。它相信在一天中的任何时候和世界各地都能满足客户的需求,因为他们的产品可以在世界各地找到。他们希望提供可靠的优质食品,在品牌存在之前,这些食品将有助于消费者的营养因素。
Figure 7: Nestle Organisational Chart
Source: nestle.com,2014
It can clearly be seen from their organizational structure that Peter Brabeck-Letmathe is the main chairman of this multinational organizational. According to their website there are 14 members of the Board of Directors. Here the shareholder are the owners of the company followed by them having their own separately legal identity from the main owner.
从他们的组织结构中可以清楚地看出,Peter Brabeck Letmathe是这个跨国组织的主要主席。根据他们的网站,董事会共有14名成员。在这里,股东是公司的所有者,其次是与主要所有者具有独立法律身份的所有者。
II. McDonalds
Figure 7: McDonalds
Source: logos.wikia.com,2014
Mcdonalds has been operating since the year 1948 which is more than 100 years ago, they have a well- established market through out the different countries in the world. McDonald’s is the leading global foodservice retailer with more than 34,000 local restaurants serving nearly 69 million people in 119 countries each day.
麦当劳从1948年开始经营,也就是100多年前,在世界各地都有一个成熟的市场。麦当劳是全球领先的餐饮零售商,拥有34000多家当地餐厅,每天为119个国家的近6900万人提供服务。
Figure 8: Organisation Chart McDonalds
Source: (Webcache.googleusercontent.com, 2014)
Over 70% of McDonalds are run through franchise. It is form of organisation where a business who doesn’t want to sell directly come in contact with a franchisee to sell their product to consumers based on certain rules and regulations. McDonalds has a functional structure design. Big companies normally have this structure where the departments carry out most of the work. According to the chart above you can see how everything is structured along the lines. Their hierarchy starts from their Chief Executive Officer who is at the top followed by operating officer and so on.
超过70%的麦当劳是通过特许经营来经营的。这是一种组织形式,不想直接销售的企业与特许经营商联系,根据某些规则和条例向消费者销售产品。麦当劳有一个功能结构设计。大公司通常有这样的结构,部门承担大部分工作。根据上面的图表,你可以看到每件事都是如何沿着这些线构建的。他们的层级从首席执行官开始,首席执行官在最高层,然后是运营官等等。
When it comes to comparing these two organisations they are both multinational companies with a reputed image among their customers. Both of their purpose of existence is to engage into getting maximum customers satisfaction as their Research and Development department is very efficient.
当谈到比较这两个组织时,它们都是跨国公司,在客户中有着良好的形象。他们存在的目的都是为了获得最大的客户满意度,因为他们的研发部门非常高效。
On the contrary, Nestle happens to have a decentralized form of structure where the authority makes the decision through all levels of the organisation which means that their strategies and rules are flexible.
相反,雀巢恰好有一种分散的结构形式,权力机构通过组织的各个层面做出决定,这意味着他们的战略和规则是灵活的。
Whereas McDonalds has a centralized structure where the top management makes the strategies and decisions that make the procedures and rules become rigid.
而麦当劳有一个集中的结构,最高管理层制定战略和决策,使程序和规则变得僵化。
Nestle has a structure in their hierarchy chart which is tall with a long chain of command. On the other hand, McDonalds has a flat structure with a controlling group at each level of their hierarchy.
雀巢公司的层级结构很高,有很长的指挥链。另一方面,麦当劳有一个扁平的结构,每个层级都有一个控制小组。
Followed by Nestle having a decentralized structure, it makes their rules and regulation flexible where the management have the opportunity to make changes in decision according to the situation. But in McDonalds due to lack of flexibility in their organisation structure their effectiveness and efficiency lack behind in decision making.
紧随其后的是雀巢的分权结构,它使其规则和条例变得灵活,管理层有机会根据情况做出决策。但在麦当劳,由于其组织结构缺乏灵活性,他们在决策方面的有效性和效率落后。
The major difference between these two companies is that Nestle has a regional structure which is based on the different geographical areas. Whereas McDonalds has a functional structure in which different functions are performed by different departments.
这两家公司的主要区别在于雀巢的区域结构基于不同的地理区域。而麦当劳的职能结构是由不同的部门履行不同的职能。
本站提供各国各专业Essay代写或Essay写作指导服务,如有需要可咨询本平台。
相关文章
UKthesis provides an online writing service for all types of academic writing. Check out some of them and don't hesitate to place your order.