Reference no: EM133261351

Assignment:

1. As HP grew into the multi-billion- dollar global company that it is today, management needed to make decisions as to the most appropriate organizational design factors. Describe the options available for grouping resources and tasks into organizational units by addressing the following:

1. Customer Departmentalization: describe how HP could structure based on this type, and provide one example of a customer department.
2. Functional Departmentalization: describe how HP could structure based on this type, and provide one example of a functional department.
3. Geographic Departmentalization: describe how HP could structure based on this type, and provide one example of a geographic segment.
4. Process Departmentalization: describe how HP could structure based on this type, and provide one example of a production process.
5. Product Departmentalization: describe how HP could structure based on this type, and provide one example of a product segment.

2. Assume that HP would like to develop a new piece of technology. Describe how HP could utilize a matrix structure to facilitate its project management by addressing the following:

1. Define this form of organizational structure.
2. Define two staff positions that would be included in the matrix structure and the title of the executive-level supervisor that each position would report to.
3. Describe two advantages of a matrix structure.
4. Describe two disadvantages of a matrix structure.

3. Discuss the relationship between organizational design and success by addressing the following:

1. Span of Control: discuss how an HP manager with a wide span of control would differ from a manager with a narrow span of control.
2. Describe one advantage and one disadvantage for each type.
3. Mechanistic Structure: define this type of structure and indicate if this approach would be appropriate for HP along with your rationale.
4. Organic Structure: define this type of structure and indicate if this approach would be appropriate for HP along with your rationale.
5. Degree of Centralization: define the level in the organization where decisions would be made and indicate if this approach would be appropriate for HP along with your rationale.
6. Degree of Decentralization: define the level in the organization where decisions would be made and indicate if this approach would be appropriate for HP along with your rationale.