The Case of Watsons and H&M Consulting Essay Example | Topics and Well Written Essays - 3750 words

The Case of Watsons and H&M Consulting - analyse ExampleThe first and the foremost factor that affects an organisation in its smooth functioning is the structure that exists there. The organisational structure is an externally caused phenomenon, an outcome rather than an artefact. Different types of structures of organisations have been identified to exist. Classically, there are 2 kinds of structure Hierarchical Structure and Flat structure. Hierarchical form of structure is referred to that organization where every entity bar one, is a subordinate to one entity. Flat Structure is that organisation where there are very a couple of(prenominal) or no levels of intervening management between ply and managers. Furthermore, new forms of structure have since evolved. They are Functional Structure, where employees within the functional divisions of an organization perform a particular set of tasks, leading to operable efficiencies in that group. However, it might result in lack of c ommunication between the functional groups within the firm, do it slow and inflexible. The other one is Product Structure where all the organizational functions are brought together into a division which contains all the required resources and functions. However, Matrix Structure groups employees by both function and product. It is evident from the matter of Watsons that their structure is strictly hierarchical with very low flexibility. The Managing Director Gordon Watson takes little interest of the activities on unwrap floor, and is set to be followed by current Operations Director John Smith, a long-standing friend of Gordons. on a lower floor this structure hardly any coordination exists between different functions of business. New and innovative ideas from Ahmed Khan, the production manager, are tight to implement because of immobility of staff on the shop floor between different machines. Also, some of the staff is under-worked while the others are overburdened. Ahmed Kh ans proposed changes in favour of new computerised production process and shop-floor activities to be organised into multi-skilled, self-managed teams are also lost in disrupted channels of communication. The Marketing Department that turn customer liaison hardly communicates with anyone