Impact of Changes on Target Companys Structure Assignment

Impact of Changes on lead Companys Structure - Assignment ExampleJones postulates that the organizational structures are two in kind, namely mechanical structure and organic structure (209). Wei, Liu and Harden postulate that the percentage point to this subdivision of jobs is the work speciality in the organization (19). Securing and Goldbach refers to the marches centralized as the concentration of authority and responsibility for finish making in the hands of managers at the top of an organizations hierarchy (214). In other words, Kumar and Bhat describe the term centralization in an organization as the degree to which decision making is concentrated in a single point (346). The degree of decision making concentrated in numerous points shows decentralization in an organization (Applebaum & et.al., 2008).The Target Company has a mechanistic organizational structure. It has a high level of specialization which wholeows it to divide the jobs into portentous groups. The work s pecialization requires that each person should be placed according to his/her qualifications and sleep together to ensure a maximum level of specialization in their work. Each department has been allotted contrary work that is not given to the other department in the organization (Ouchi, 1977).The answer to this question is that all stores of the community are centrally controlled through a centrally located center for every region. Target Company has a mechanistic structure that allows it to need a centrally located center that has the highest degree of decision-making power to control all the stores located within its jurisdiction.The answer to this question is that the change in the company structure through the incorporation of a grocer sector in Target Company will positively impact its vertical and horizontal aspects. Previously, the Target Company had a focused company strategy to have 5 self-managed teams (an i.e. horizontal aspect of the company structure). Furthermore, the horizontal aspect of the company structureincluded decision making through consensus and voting. Dries and Swinnen argued that vertical and horizontal spillover effects produce improved quality of product and significant growth of small and medium suppliers (1525).