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Flat organization

Flat organization
A flat organization (also known as horizontal organization or delayering) is an organization that has an organizational structure with few or no levels of middle management between staff and executives. The idea is that well-trained workers will be more productive when they are more directly involved in the decision making process, rather than closely supervised by many layers of management. The flat organization model promotes employee involvement through a decentralized decision-making process. By elevating the level of responsibility of baseline employees and eliminating layers of middle management, comments and feedback reach all personnel involved in decisions more quickly. Self-managing teams[edit] The "strong form" of a flat organization is an organization with no middle managers at all. However, some organizations do not take on middle managers even as they become larger, and remain extremely flat. Examples of companies with self-managing teams include: Prof. See also[edit] Related:  Business and ManagementMove

Hierarchical Organization Structure Hierarchical organization structure is a pyramid system to organize, arrange the relationship between the entities with a top-down way approach. Responsibilities and rights are concentrated on the top of the pyramid and decisions flow from the top down. The pyramid can be steeper. Steep pyramid has many levels of management, so a unit of organization is relatively small. In contrast,for the organizational form of the relationship among a system, the direction of activity is not fixed a (top-down), but flow back and forth between the entities are involved. This following image represents the hierarchical organization chart for a producing enterprise. Free Download Org Chart Software and View All Examples More Examples of Organizational Chart The following organizational chart examples include trading enterprise organizational chart, corporation organization structure, retail organizational chart and manufacturing organizational chart. Links: Review Organizational Chart Templates

Matrix management A matrix organization Strictly speaking matrix management is the practice of managing individuals with more than one reporting line (in a matrix organization structure), but it is also commonly used to describe managing cross functional, cross business group and other forms of working that cross the traditional vertical business units – often silos - of function and geography. What is matrix management?[edit] It is a type of organizational management in which people with similar skills are pooled for work assignments, resulting in more than one manager (sometimes referred to as solid line and dotted line reports, in reference to traditional business organization charts). For example, all engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a different engineering manager or a project manager while working on that project. The Matrix for project management[edit] Clarification[edit]

Hierarchical organization Members of hierarchical organizational structures chiefly communicate with their immediate superior and with their immediate subordinates. Structuring organizations in this way is useful partly because it can reduce the communication overhead by limiting information flow; this is also its major limitation.[citation needed] Visualization[edit] Common models[edit] In modern post-feudal states the nominal top of the hierarchy still remains the head of state, which may be a president or a constitutional monarch, although in many modern states the powers of the head of state are delegated among different bodies. In business, the business owner traditionally occupied the pinnacle of the organization. Studies of hierarchical organizations[edit] The organizational development theorist Elliott Jacques identified a special role for hierarchy in his concept of requisite organization. Hierarchiology is the term coined by Dr. Criticism and alternatives[edit] See also[edit] References[edit]

Working at AGCS - a global matrix organisation Working in a global matrix organisation Allianz Global Corporate & Specialty is a truly global company - a matrix organisation designed to support complex risk management challenges worldwide. We offer a dynamic working environment in a global structure. In any of our offices, you will find staff from diverse countries and cultures and hear a lot of English. Designed to meet challenges - how the matrix organisation works Similar to many of our global clients, Allianz Global Corporate & Specialty works in a matrix organisation structure with functional teams on a global level as well as teams who implement the strategy locally. With a fast growing company, of course this brings challenges. Client focus is the highest priority right across Allianz Global Corporate & Specialty. We believe that diversity enhances the inherent strength of an organization and so we employ staff from a global range of cultural, religious, and ethnic backgrounds.

Business plan A business plan is a formal statement of a set of business goals, the reasons they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals. Business plans may also target changes in perception and branding by the customer, client, taxpayer, or larger community. When the existing business is to assume a major change or when planning a new venture, a 3 to 5 year business plan is required, since investors will look for their annual return in that timeframe.[1] Audience[edit] Internally focused business plans target intermediate goals required to reach the external goals. Operational plans describe the goals of an internal organization, working group or department.[4] Project plans, sometimes known as project frameworks, describe the goals of a particular project. Content[edit] Business plans are decision-making tools. Presentation formats[edit] Revising the business plan[edit]

Network Organizational Structure Internal Revenue Service IRS Building in Washington D.C. IRS location sign on Constitution Avenue, NW The Internal Revenue Service (IRS) is the revenue service of the United States federal government. The first income tax was assessed in 1862 to raise funds for the American Civil War, with a rate of 3%. History[edit] American Civil War (1861–65)[edit] In July 1862, during the Civil War, President Abraham Lincoln and Congress created the office of Commissioner of Internal Revenue and enacted a temporary income tax to pay war expenses (see Revenue Act of 1862). The Revenue Act of 1862 was passed as an emergency and temporary war-time tax. The initial rate was 3% on income over $800, which exempted most wage-earners.In 1862 the rate was 3% on income between $600 and $10,000, and 5% on income over $10,000.In 1864 the rate was 5% on income between $600 and $5,000; 7.5% on income $5,000–10,000; and 10% on income $10,000 and above. Post Civil War, Reconstruction, and popular tax reform (1866–1900)[edit] John Requard.

Strategic planning Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy[1]. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of strategic management[2]. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.[3] Strategy has many definitions, but generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources). Strategy includes processes of formulation and implementation; strategic planning helps coordinate both. Process[edit] Strategic management processes and activities

Federal Bureau of Investigation Organizational Culture | Justice and Security This essay will discuss the organizational culture of the Federal Bureau of Investigation. A discussion of the historical aspects of the Federal Bureau of Investigation (hereinafter referred to as “FBI”) will occur as well as a comparison and contrast of the disparity between the FBI and the Central Intelligence Agency. Key characteristics of the FBI will be highlighted as well as a determination made as to whether or not the organization supports and fosters changes. Insight will be provided towards the futuristic aspects of the FBI. Discussion The FBI is one of the most distinguished branches of federal law enforcement. History of the FBI In 1908, the FBI was created from Special Agents during the Theodore Roosevelt presidency. These men were both visionaries in that expertise and efficiency played a more important role than politics when determining what would be most beneficial to government service. Key Characteristics of the FBI Organization between agencies. Deputy Director John S.

Today's IRS Organization The IRS Restructuring and Reform Act of 1998 prompted the most comprehensive reorganization and modernization of IRS in nearly half a century. The IRS reorganized itself to closely resemble the private sector model of organizing around customers with similar needs. To support its structure and ensure accountability, the IRS is divided into three commissioner-level organizations: Commissioner Specialized IRS units report directly to the Commissioner's office. Commissioner, Internal Revenue — John Koskinen Chief of Staff — Crystal Philcox, Acting IRS Chief Counsel — William J. Deputy Commissioner for Services and Enforcement The Deputy Commissioner reports directly to the Commissioner and oversees the four primary operating divisions and other service and enforcement functions: Deputy Commissioner for Operations Support Deputy Commissioner for Operations Support — Peggy Sherry Chief Technology Officer — Terence V. Organization Chart At-a-Glance: IRS Divisions and Principal Offices

What do CEOs do? A CEO Job Description. | Articles by Stever Robbins, Entrepreneurial Advisor Download “What do CEOs Do? A CEO Job Description” as a PDF. CEO is one of the most coveted, and least understood, jobs in a company. Everyone believes that CEOs can do whatever they want, are all powerful, and are magically competent. Of course, nothing could be further from the truth. By its very nature, the job description of a CEO means meeting the needs of employees, customers, investors, communities, and the law. Responsibility, duty, and all that… Related podcast "What is a CEO’s job?" Related article The Executive Mind-Set Related book on business leadership, It Takes a Lot More than Attitude…to Lead a Stellar Organization. This essay is written using "she" to refer to CEOs. Looking for support as an Executive? If you're an executive or on an executive career track, Contact Stever now to find out how he can support you. Call +1-347-878-3837 or fill out the contact form now. The senior management team can help develop strategy. The CEO hires, fires, and leads the senior management team.

Virtual Case File Virtual Case File (or VCF) was a software application developed by the United States Federal Bureau of Investigation (FBI) between 2000 and 2005. The project was officially abandoned in April 2005, while still in development stage and cost the federal government nearly $170 million. In 2006, the Washington Post wrote "In a 318-page report, completed in January 2005 and obtained by The Post under the Freedom of Information Act, [the Aerospace Corporation] said the SAIC software was incomplete, inadequate and so poorly designed that it would be essentially unusable under real-world conditions. Origins[edit] In September 2000, the FBI announced the "Trilogy" program, intended to modernize the bureau's outdated Information Technology (IT) infrastructure. Launch[edit] Problems and abandonment of the project[edit] Robert Mueller was appointed director of the FBI in September 2001, just one week before the September 11, 2001 attacks. Reasons for failure[edit] Implications[edit] References[edit]