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Essay / Research Paper Abstract
Organizational Structure and Business Performance: A 3-page introduction and conclusion to a much larger paper examining the effects of an appropriate organizational structure on the bottom line. The sections presented here underscore the thesis statement, “Company structure clarifies roles, responsibilities and decision making so we can deliver outstanding performance across our business.” Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSorgStrucBizPerf.rtf
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Unformatted sample text from the term paper:
here is to evaluate this statement: "Company structure clarifies roles, responsibilities and decision making so we can deliver outstanding performance across our business." This is a valid statement,
as will be shown in the following pages. Today as never before, businesses must be able to move quickly and respond to changing customer needs, preferably in advance of
competitors abilities to respond to those changing needs. Company structure provides the skeleton supporting the organizations "vital organs." It provides bridges over
which individuals can take the concerns of one segment of the organization into another that also may be similarly affected. Further, it supplies directional markers leading individuals through the
proper channels when there is an issue to discuss or problem to resolve. It allows categorization of responsibilities so that everyone can know where it is that they need
to take specific items for discussion or resolution. Because individuals within the organization are using their time and efforts constructively rather than spending
time navigating a bureaucratic maze, both individuals and the organization as a whole can better serve customers. Whether those customers are internal or external, better service inevitably leads to
enhanced business performance. This paper will use three New Zealand-based companies - Hubbards Breakfast Cereal, Team NZ and Television New Zealand-Crown Owned Company (COC) - as examples. Conclusion
The Deming cycle (which Deming referred to as the Shewhart cycle) consists of "plan-do-check-act (PDCA)" (Galetto, 1999; p. 17). Deming eschewed banners and
slogans, particularly that of "do it right the first time" (Deming, 1986; p. 66). He wrote, "A lofty ring it has. But how could a man make it
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