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Some examples of companies that operate in a functional organizational structure include Procter & Gamble, Coca-Cola, and Ford Motor Company. In this structure, employees are grouped by their job functions, such as marketing, finance, and operations, with clear lines of supervision and communication within each department.
Vodacom, a telecommunications company, likely follows a functional organizational structure. This structure groups employees based on their expertise or function, such as marketing, finance, operations, etc. Each department operates independently but collaborates to achieve the company's overall goals. This setup allows for specialization and efficiency within each functional area.
Field Maintenance Company (FMC)
A continental force refers to a military organization or structure that operates within a specific region or continent, as opposed to a global or multinational force. It is designed to provide defense and security for a particular continent or group of countries within that continent.
An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims.[1] It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.[2]Organizations are a variant of clustered entities.[citation needed]An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs.Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual.Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization's actions.[2]
Examples of structural cost drivers include the size and complexity of an organization, the level of automation and technology used in operations, the geographical spread of operations, the nature of the industry in which the organization operates, and the scale of production or sales volume.