Exercise for the Analysis of Corporate Organizational Structure

Trading The organizational structure of Z in the process of growth and development faced adjustment problems and changes that it led to new objectives, design and structure. The paper shows how these aspects matter. This may seem very abstract, but for the directors of Z does not exist, however, a set of practical problems as the design and structure of an organization. The levels of organizational management decision to Z Trading involving the creation of new agencies or organizational units, were naturally mediated by growth and development, which also represents the behavior of each of the variables, specifically those related to the structure. At the beginning of 2007 these levels were essentially referenced to 6 levels of management, which were maintained over the stage in 2004, with respect to growth in which the company was involved. In order, these are: Accounting and Finance Management, Process Management, Human Resource Management, and Sales and Purchasing Group (which is planning its development structure as Sales Management and Purchasing, subordinates all members (4 members) the Directorate General for Enterprise (Director General)), and instances related to organizational support for these agencies (Treasury, Computer Group, Management Group, among others.) and class structure in the organization (levels 1 , 2 and 3) as a base structure (levels 4, 5 and 6) are defined Base Units Territorial Enterprise Marketers (which define the objects of the company for the marketing and distribution of building materials and other ) and the Logistics Base Business Units (Base Warehouse). See Figure 6.

Figure 6. Organizational Structure and Levels of Management Trading Z. For the common features have elapsed Z Trading growths, and especially its expansions, clusters of design work and their organizations have been focused to some extent trade specialization and market internalization are returned as a paradigm an imperative. In this sense the horizontal differentiation (also known as major) was a process that is manifested in the design with a growing number of business units on a level base for the case of baseline levels. This process is referred to the division of labor, which specified the tasks and people needed to operate as a marketing organization (grouping of tasks and people), which was developed between stages 4, 5 and 6, from ministerial resolutions issued in the absorption of the marketing of building materials across the country. At the beginning of Stage 5, by the eminent character, Z Trading took their organizational schemes Stores Base Business Units that focus on logistics services to the Business Units of Territorial Base, located at the base of the structure, which were responsible for the logistics of distribution to the UEB Marketers.

In other cases, Territorial Traders UEB also added which came (from Step 3) National Market covering all marketing materials for the construction, this without defining it within the territories of which there are six units spread geographically within the same from location to focus marketing strategies on personal attention to the main tourist area. Also in this period became extinct two-way trade and established a Sales and Purchase Group located in the same horizontal line of the Directorate General, whose function is the layout of the policy and purchasing strategies and marketing company, in addition to responsibility of purchasing and contracting process, consisting of 4 commercial specialist, which disappeared completely from the command line as a directorate within the company, and even the technostructure of it. See Figure 6.

Box 4.4. Distribution of the commercial potential of the company. Sources: Close in December 2007. In relation to the functionality and Buy Business Group as a group specializing in the buying process and commercial, will give a loss of functionality in the chart. 100% of the UEB Territorial Traders took timely procurement functions in each territory, the organization losing purchasing power, recruitment and management from its logistical advantages and trade structure present throughout the country. Others opted to form or create within the commercial, trade specialists dedicated to the process of buying a unit off the line or chain of command in the technostructure. In the process of geographic expansion and market growth, the vertical differentiation (process scale, which refers to the division of labor and the level of authority. Also shows the hierarchy or line (string) command) presented maintenance levels direction in 6 levels of management in Stage 4, defined in 2004, mainly due to non-integration in this structure of the bedrock in the traceability of policies, command authority, in the process of buying and trading of the company .

What meant the lack of authority to the grassroots level, ie the UEB. Also showed the typical problems of organizations that have little planned growth processes: the slow pace of decision-making processes, communication across different hierarchical scales, the process of decision making in organizational management by the "distance ? general direction, which defines all procurement actions and commercial property primarily UEB, and finally the impersonality of the Group Sales and Purchase of power to the units. By the very nature of the organization, these problems affect the dynamics of social development of the database itself. The greater the difference, the greater the potential difficulties in the control, coordination and communications. (21, pg. 35). The 3 addresses belonging to the first level of management as defined in the structure of the company (Figure 6) are paradoxically lower four levels given in Step 4, with some specific differences: the lower the first four levels of management, as the creation of the Commercial Group and Purchase, from the characterization given above, on a stage in which geographic expansion, market and trade is the engine of change within the company, the current design of the structure organizational differentiation with respect to the vertical of it is a problem that affected the root cause evaluation of this investigation Delay in material supply requirements of the construction works.

While the levels of differentiation assumed UEB specializing in purchasing activities, were the need to go to the integration of its activities and task into a whole. This integration (coordination) was promoted in its early stages by the Process Management and was subsequently taken over from the creation of specialized groups in the UEB (Group Management). Organizational management, financial management and service management roles assumed respectively (decision making and influence) in late 2007, in Stage 6, implying the need for the existence of integrated and coordinated in the UEB. One method that ensured, both staff groups and functional brigades in UEB (with highly differentiated tasks), coordination (integration) your internal management of these processes was the formalization of them, from the automation of its activities, which involves organizational control over the worker in their duties, but to the extent that they would transform organizational structures, levels of formalization and standardization became more complex, due to the lack of functionality of the instructions policies and procedures on purchasing and business processes, in fact the use of formalization as a means of integration was not the same in these processes than in the other such as economic - financial, human resources, among others.

The same logic of excessive growth, and expansion of market purchases as defined in Table 4.1 and 4.2, implying no ordering or standardize the integration of all purchasing activities. The non-standardization as a form of integration is not guaranteed, that all activities were made in the same manner at all times and in all BSU territory, the non-use of key documents such as manuals of organization and procedure manuals and other specifically in the Commercial and Purchasing Group Company, which originated the assimilation of other integration mechanisms that were worked on some of these UEB Territorial outside the line of command. It is interesting to show that it is implemented since 2001, in a systematic application of information systems as a tool and method used to collect, process, analyze and present the information necessary to achieve good integration, but the non-integration explained above, from the changes arising from the year 2004, the structure of the buying process and commercial enterprise, with the advent of the growth of the company, I do not need and the difficulty of obtaining the integration between different organizational levels and specialized in the Territorial UEB.

According to the previous situation investigated in the period of 2007 according to the company structure, we can say that three elements are considered structural. These elements are: technostructure, support staff (support staff), command line (middle line), and the operating base (Territorial UEB), where the structural element that stood out was the technostructure, and divisional structural configuration; The combination of these elements generated solutions to be defined in subsequent articles of this research.

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