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  • The Rise and Fall of PMC Ag

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    Satyabrata Behuria
    402 views10 pages
    1. The document discusses the organizational structure of Porsche, a German luxury sports car manufacturer founded in 1930. 2. Porsche traditionally had a departmentalized structure with departments for engineering, production, quality control, and marketing. Decision making was decentralized and jobs had low formalization with engineers working independently. 3. A more appropriate structure for Porsche would be a matrix structure, combining functional departments with product-based project teams. This would allow for greater expertise, reduced workload from reporting, improved quality decisions, and better training of personnel.

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    The Rise and Fall of Pmc Ag

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    1. The document discusses the organizational structure of Porsche, a German luxury sports car manufacturer founded in 1930. 2. Porsche traditionally had a departmentalized structure with departments for engineering, production, quality control, and marketing. Decision making was decentralized and jobs had low formalization with engineers working independently. 3. A more appropriate structure for Porsche would be a matrix structure, combining functional departments with product-based project teams. This would allow for greater expertise, reduced workload from reporting, improved quality decisions, and better training of personnel.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    402 views10 pages

    The Rise and Fall of PMC Ag

    Uploaded by

    Satyabrata Behuria
    1. The document discusses the organizational structure of Porsche, a German luxury sports car manufacturer founded in 1930. 2. Porsche traditionally had a departmentalized structure with departments for engineering, production, quality control, and marketing. Decision making was decentralized and jobs had low formalization with engineers working independently. 3. A more appropriate structure for Porsche would be a matrix structure, combining functional departments with product-based project teams. This would allow for greater expertise, reduced workload from reporting, improved quality decisions, and better training of personnel.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    of 10

    1PL 8lSL Anu lALL Cl MC AC

    ln18CuuC1lCn
    Cerman manufacLurer hlgh prlced sporLs car
    company
    lounded ln 1930
    llrsL deallng wlLh dlfflculL auLomoLlve deslgn
    problems for cllenLs
    AfLer world war ll lL expands lLs buslness ln Lhe
    fleld of preclslon auLomoblles
    ;1/uescrlbe MC's organlzaLlonal sLrucLure of Lhe
    four organlzaLlonal feaLures(le span of
    conLrolcenLrallzaLlonformallzaLlon and
    deparLmenLallzaLlon ?
    W ueparLmenLallzaLlon Lhe basls by whlch [obs are
    grouped LogeLher ls called deparLmenLallzaLlon
    W earller deparLmenLallzaLlon (process)
    englneerlng producLlon
    W ueparLmenLallzaLlon afLer 1990's
    W upsLream(producL) downsLream(process)
    W 1producL deslgn 1quallLy conLrol
    W 2purchase raw maLerlal 2markeLLlng acLlvlLy
    W Span of conLrollL descrlbes Lhe no of levels
    and managers an organlzaLlon has
    vp of
    manufacLurlng
    product|on d|rector
    product|on manager (1)
    group superv|sor (48)
    superv|sor (96)
    work group |eader (162)
    front ||ne emp|oyees (2S00)
    formallzaLlon formallzaLlon
    W lormallzaLlon refers Lo Lhe degree Lo whlch
    [obs ln Lhe organlzaLlon are sLandardlzed
    W lormallzaLlon ls low ln MC ACWhy?
    W 1employee such as deslgn englneers worked
    lndependenLly
    W 2manufacLurlng englneers redeslgn producL
    Lo flL manufacLurlng capablllLy
    CLn18ALlZA1lCn
    W 1he cenLrallzaLlon refers Lo Lhe degree Lo whlch
    declslon maklng ls concenLraLed aL a slngle polnL ln
    Lhe organlzaLlon
    W MC AC does noL follow cenLrallzaLlon why?
    W lndlvldual deparLmenL make Lhelr lndlvldual
    declslons
    W 1op managemenL only encourage and help employee
    Lo develop Lhelr sklll
    ; ulscuss Lhe problems wlLh MC's
    currenL sLrucLure?
    SLrucLural problems
    W 1radlLlonal hlerarchy
    W 8eporLlng sysLem ls very lengLhy and Llme
    consumlng
    ; 3 ldenLlfy and [usLlfy an organlzaLlonal sLrucLure LhaL ln your
    oplnlon would be more approprlaLe for MC
    Lnglneerlng
    Manager
    Works Manager
    Chlef AccounLanL
    ersonnel
    Manager
    lanL
    SuperlnLendenL
    roducLlon
    Manager
    MC AC
    v manufacLurlng
    ;uallLy ConLrol lnspecLor
    8epalrs and MalnLalnce Cfflcer
    loreman shop A
    loreman shop 8 loreman shop C
    roducLlon
    ulrecLor
    AdvanLages
    W LxperL advlce
    W 8educed Workload
    W ;uallLy declslons
    W 1ralnlng of personnel

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