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BÙI BIỆN THẢO NHI - HW
BÙI BIỆN THẢO NHI - HW
BÙI BIỆN THẢO NHI - HW
Organization: Samsung
Organization chart:
CEO
IT & Mobile
Consumer
Communications Memory Division
Electronics (CE)
(IM)
Mobile
Visual Display
Communications S.LSI Division
Division
Division
Printing Solution
Network Division
Business
Media Solution
Division
Samsung’s organizational
structure’s main
characteristic
Samsung has a product-type divisional organizational structure. This structure
uses
product categorization as the basis for determining which resources and business,
operations belong to certain divisions. Each division is a group of resources and
operations that represent a product category, such as resources and operations for the
production, distribution, and sale of consumer electronics. The corporate structure’s
emphasis on technological innovation and product development in these
divisions helps in achieving Samsung’s corporate vision and mission
statements.
1. Coca-Cola Company
Primary Organizational Units: Global Business units, Functional
Department, Coca-Cola Bottlers, Corporate Functions, Strategic Business Units,
Venture and Department
4. Kraft Foods
Primary Organizational Units:
5. Boeing
Primary Organizational Units: Commercial Airplanes; Defense, Space
& Security; and Global Services.
1
(this is optional) CASE DISCUSSION AND ANSWER QUESTIONS FOR
MORE BONUS POINTS
The investigation after the collapse revealed that the collapse resulted from poor
judgment and a series of events that, in combination, produced a disastrous result. The
study showed a history of oversights, misunderstandings, and safety problems
plaguing the 40-story, 780-room luxury hotel during construction and for months after
its opening.
Mishaps aren’t uncommon on big projects, of course. But this huge project, which
was built on an accelerated schedule, encountered a series of accidents and near-
accidents during construction. At one point the building’s owner dismissed its general
contractor and barred an inspection company from bidding on future company
projects.
The hotel was erected using the “fast-track” method, a fairly common procedure in
which construction proceeds before all drawings are complete. With a $40 million
construction loan outstanding and all building costs soaring, the owner wanted the
hotel up and open as quickly as practical.
The investigation found that the skywalks fell as a result of a design change made
during a telephone call between the structural engineering company and the steel
fabricator. Stress calculations would have shown that the redesigned skywalks were
barely able to support their own weight, let alone the weight of dozens of dance
spectators. However, court depositions of the two engineers who made the telephone
redesign indicate that each person assumed it was the other’s responsibility to make
new calculations, and neither did.
Edward Pfrang, then chief of the structures division of the National Bureau of
Standards and a participant in the investigation, says, “One thing that’s clear after . . .
[this] failure and a few others is that there isn’t a clear-cut set of standards and
practices defining who is responsible in the construction process.
discussion questions
1. Who was responsible for the collapse? Explain.
2. Identify several key time points at which the problem could have been
corrected.