Essay格式范文：Organisational Structure and Different Types of Structures
Essay格式范文-組織結構與不同類型的結構。本文是一篇留學生MBA essay寫作范文，主要內容是講述組織結構是企業的內部正式框架，它顯示了管理層之間的聯系方式以及權力的傳遞方式。它基本上是一個用來描述組織層次結構的框架。每個企業都需要有自己的組織結構，因為這有助于確定個人各個級別的工作及其職能，也有助于實現自己的發展目標。每種類型的組織都需要有自己的結構，特別是當涉及到大型企業時，因為這會成為各個部門和職能的困難活動。下面是這篇Essay對不同組織以及組織文化進行的研究分析，供參考。
Organsational structure is the internal, formal framework of a business that shows the way in which management is linked together and how the authority is transmitted. (Stimpson P. 2011)
It is basically a framework used to describe the hierarchy inan organisation. Every business needs to have their own organizational structure as it helps in identifying the job at each level of an individual followed by its functions and it also assists in obtaining their own goals for development. There is a need for every type of organisation to have their own structure specially when it comes to large enterprises as it becomes difficult activities of the various departments and functions. Following are the various type of organisation structure a business can have:
以下是企業可以擁有的各種類型的組織結構：
1.Functional Structure:功能結構
Figure 1: Functional
Source: businessmates.org,2014
This type of structure mainly focuses on the functions set up for each department of the organisation. It works well for small enterprises as each department is mostly dependent on the knowledge, skill and talent of the other employees to support themselves. It leads to specialization and efficiency in the performance, however on the other hand it can also lead to conflicts as it restricts the employee of different departments to communicate and coordinate with each other because of the boundaries of working in their own department separately.
這種類型的結構主要側重于為組織的每個部門設置的職能。它對小企業很有效，因為每個部門都主要依靠其他員工的知識、技能和才能來養活自己。它導致了績效的專業化和效率，但另一方面，它也可能導致沖突，因為它限制了不同部門的員工之間的溝通和協調，因為他們在各自部門工作的界限。
2.Product Structure:產品結構
Divisional Structure分部結構
Figure 2: Product
Source: tutorialspoint.com,2014
It’s focus is on the organisations product lines and this type of structure can mostly be found in retail stores which exist in a number of cities. Mostly large enterprises who have different type of products with their own departments and functions have this structure. Despite this structure being faster when it comes to making decisions, it can also lead to extra cost due to repeated functions for each product.
它的重點是組織的產品線，這種類型的結構大多可以在許多城市的零售店中找到。大多數擁有不同類型產品、有自己部門和職能的大型企業都有這種結構。盡管這種結構在決策時更快，但由于每個產品的重復功能，它也可能導致額外的成本。
3.Regional Structure:區域結構
Figure 3: Regional
Source: cnx.org,2014
Organisations who develop and duplicate department in various functional areas across the region use this structure as they want to focus on the local strategies of the area to keep up with the competition by studying their preferences and demands.
在整個地區的各個職能領域發展和復制部門的組織使用這種結構，因為他們希望通過研究自己的偏好和需求，專注于該地區的當地戰略，以跟上競爭。
4.Multi-divisional Structure:多部門結構
Figure 4: Multi-division
Source: creately.com,2014
This structure is used for large companies which operate in wide geographical areas as the number of functions, employees and activities are very large. The benefit of this structure is that it is more specific and rapid but on the other hand due to the employees being in different divisions the communication is uneasy.
這種結構適用于在廣闊地理區域內運營的大型公司，因為其職能、員工和活動的數量非常多。這種結構的好處是它更具體、更快速，但另一方面，由于員工在不同的部門，溝通很不方便。
5.Multi-function Structure:多功能結構
It mostly focuses on achieving the business goals as it diverse functional expertise to work together on it.
它主要專注于實現業務目標，因為它擁有多種功能專業知識來共同努力。
6.Matrix Structure:矩陣結構
Figure 5: Matrix
Source: unc.edu,2014
This happens to be a combination of divisional and functional structure as it handles product line and functions together. Though it provides benefit of both structures to be in one enterprise it can create a conflict when it comes to increased costs and internal complexity.
這恰好是部門和功能結構的結合，因為它將產品線和功能放在一起處理。盡管它在一個企業中提供了兩種結構的好處，但當涉及到增加的成本和內部復雜性時，它可能會造成沖突。
Organisational culture and different types of cultures 組織文化和不同類型的文化
Culture is compromised of the assumptions, values, norms and tangible signs of organisation members and their behaviour. Members of the organisation soon come to sense the particular culture of an organization. (Katrin O. ,2010)
文化受到組織成員及其行為的假設、價值觀、規范和有形跡象的影響。該組織的成員很快就會意識到一個組織的特殊文化。
Organisational culture refers to the values, expectations and behaviour which hold the organisation together. It basically based on customs, beliefs and rules which develop over time. It also refers to an arrangement of the objectives and ideas made by the people in the organisation and is not only referred to the people employed in the company but also their products, services and the various process involved. There are four main types of cultures:
組織文化是指將組織維系在一起的價值觀、期望和行為。它基本上建立在隨著時間的推移而發展起來的風俗、信仰和規則之上。它還指組織中人員對目標和想法的安排，不僅指公司雇傭的人員，還指他們的產品、服務和所涉及的各種流程。文化主要有四種類型：
1.Power Culture: This is used by most organisations where the power lies at the top level of management as they make the decisions. It is mostly suitable for organisations which have small number of employees. The relationship is adaptive and informal which leads to good personal relations.
權力文化：大多數組織在決策時都會使用這種文化，因為權力掌握在高層管理層。它主要適用于員工人數較少的組織。這種關系是適應性的和非正式的，這導致了良好的個人關系。
2.Role Culture: This is mostly found in large hierarchical enterprise where each employee has their own role to perform specifically. Here the employees work more close to their job description and are creative in their own way. The relationship is formal in nature.
角色文化：這種文化大多出現在大的層級企業中，每個員工都有自己的具體角色。在這里，員工的工作更接近他們的工作描述，并以自己的方式發揮創造力。這種關系本質上是正式的。
3.Task Culture: Here teams are made to complete tasks appointed. Every team ends up making their own cultures as they have their own authority to make decisions. In this type of culture teams are creative but on the other hand it can also be costly due to the market price being demanded for their service by the experts.
任務文化：在這里，團隊是為了完成指定的任務。每個團隊最終都會形成自己的文化，因為他們有自己的決策權。在這種類型的文化中，團隊是有創造力的，但另一方面，由于專家對其服務的市場價格要求，這也可能是昂貴的。
4.Person Culture: This is more of an individualistic culture where everyone are allowed to express themselves and make decisions of their own.
Compare and contrast two organizational chart of real companies
人員文化：這更像是一種個人主義文化，每個人都可以表達自己并做出自己的決定。
The two organisations taken for this ressay are Nestle and McDonalds.
兩種真實公司組織結構圖的比較
本報告的兩個組織是雀巢和麥當勞。
I. Nestle
Figure 6: Nestle Logo
Source: consumerbrands.com, 2014
Nestle is a multinational company headquartered in Switzerland. It’s main focus is to provide health oriented food for its customers for a healthier lifestyle following with different varieties of products including beverages. They have products which are specially for people who are very conscious about weight gain, cornflakes that contain iron and proteins for the development of young children. It believes in satisfying its customers at any point of the day and all around the world as their products can be found worldwide. They want to provide reliable quality food products which will contribute towards the nutritional factor of consumers till the brand’s existence. (nestle.co.za, 2014)
雀巢是一家總部設在瑞士的跨國公司。它的主要重點是為客戶提供以健康為導向的食品，以實現更健康的生活方式，隨后推出包括飲料在內的各種產品。他們有專門為那些非常關注體重增加的人準備的產品，含有鐵和蛋白質的玉米片，用于幼兒的發育。它相信在一天中的任何時候和世界各地都能滿足客戶的需求，因為他們的產品可以在世界各地找到。他們希望提供可靠的優質食品，在品牌存在之前，這些食品將有助于消費者的營養因素。
Figure 7: Nestle Organisational Chart
Source: nestle.com,2014
It can clearly be seen from their organizational structure that Peter Brabeck-Letmathe is the main chairman of this multinational organizational. According to their website there are 14 members of the Board of Directors. Here the shareholder are the owners of the company followed by them having their own separately legal identity from the main owner.
從他們的組織結構中可以清楚地看出，Peter Brabeck Letmathe是這個跨國組織的主要主席。根據他們的網站，董事會共有14名成員。在這里，股東是公司的所有者，其次是與主要所有者具有獨立法律身份的所有者。
II. McDonalds
Figure 7: McDonalds
Source: logos.wikia.com,2014
Mcdonalds has been operating since the year 1948 which is more than 100 years ago, they have a well- established market through out the different countries in the world. McDonald’s is the leading global foodservice retailer with more than 34,000 local restaurants serving nearly 69 million people in 119 countries each day.
麥當勞從1948年開始經營，也就是100多年前，在世界各地都有一個成熟的市場。麥當勞是全球領先的餐飲零售商，擁有34000多家當地餐廳，每天為119個國家的近6900萬人提供服務。
Figure 8: Organisation Chart McDonalds
Source: (Webcache.googleusercontent.com, 2014)
Over 70% of McDonalds are run through franchise. It is form of organisation where a business who doesn’t want to sell directly come in contact with a franchisee to sell their product to consumers based on certain rules and regulations. McDonalds has a functional structure design. Big companies normally have this structure where the departments carry out most of the work. According to the chart above you can see how everything is structured along the lines. Their hierarchy starts from their Chief Executive Officer who is at the top followed by operating officer and so on.
超過70%的麥當勞是通過特許經營來經營的。這是一種組織形式，不想直接銷售的企業與特許經營商聯系，根據某些規則和條例向消費者銷售產品。麥當勞有一個功能結構設計。大公司通常有這樣的結構，部門承擔大部分工作。根據上面的圖表，你可以看到每件事都是如何沿著這些線構建的。他們的層級從首席執行官開始，首席執行官在最高層，然后是運營官等等。
When it comes to comparing these two organisations they are both multinational companies with a reputed image among their customers. Both of their purpose of existence is to engage into getting maximum customers satisfaction as their Research and Development department is very efficient.
當談到比較這兩個組織時，它們都是跨國公司，在客戶中有著良好的形象。他們存在的目的都是為了獲得最大的客戶滿意度，因為他們的研發部門非常高效。
On the contrary, Nestle happens to have a decentralized form of structure where the authority makes the decision through all levels of the organisation which means that their strategies and rules are flexible.
相反，雀巢恰好有一種分散的結構形式，權力機構通過組織的各個層面做出決定，這意味著他們的戰略和規則是靈活的。
Whereas McDonalds has a centralized structure where the top management makes the strategies and decisions that make the procedures and rules become rigid.
而麥當勞有一個集中的結構，最高管理層制定戰略和決策，使程序和規則變得僵化。
Nestle has a structure in their hierarchy chart which is tall with a long chain of command. On the other hand, McDonalds has a flat structure with a controlling group at each level of their hierarchy.
雀巢公司的層級結構很高，有很長的指揮鏈。另一方面，麥當勞有一個扁平的結構，每個層級都有一個控制小組。
Followed by Nestle having a decentralized structure, it makes their rules and regulation flexible where the management have the opportunity to make changes in decision according to the situation. But in McDonalds due to lack of flexibility in their organisation structure their effectiveness and efficiency lack behind in decision making.
緊隨其后的是雀巢的分權結構，它使其規則和條例變得靈活，管理層有機會根據情況做出決策。但在麥當勞，由于其組織結構缺乏靈活性，他們在決策方面的有效性和效率落后。
The major difference between these two companies is that Nestle has a regional structure which is based on the different geographical areas. Whereas McDonalds has a functional structure in which different functions are performed by different departments.
這兩家公司的主要區別在于雀巢的區域結構基于不同的地理區域。而麥當勞的職能結構是由不同的部門履行不同的職能。
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