Communication Integration
Engineering: V.P operation and risk management, V.P. marketing, V.P. production, V.P. finance, V.P. Human resource, V.P. research and development, V. P. BP America Inc, v.p.corpotate business activities
Aerospace: v.p project mgt, v.p operation and risk mgt, v.p operation services and upstream operations, v.p industrial relations,v.p finance, vphr and Vp marketing.
Communication Integration
Effective and efficient communication has an essential role in implementation of organizations plans and strategies and ultimately organizations development. Communication can be seen as the art of sharing information either between individuals or organizations. Efficient and effective communication in an organization ensures that there is proper synchronization between the organizations involved and the organization employees and enhances better problem solving. It leads to development of decent working relationship between the workers. Proper communication also ensures that the company’s employees are up to date as far as the organizations goals, objectives, vision and mission are concerned (Rothwell, 2010). Various writers have suggested different ways of enhancing proper communication in organizations. Some of the suggestions are as follows: Being clear and avoiding using words with double meanings, adequate preparation on the subject matter to be communicated and proper documentation of the same, being brief and encouraging two way communication (Cragan, Wright, &Kasch, 2009).
After the business combination between Aerospace Corporation and Engineering Corporation, the proposed organization chart for the group would be as above. The group would have an overall leader who is the group Chief Executive officer. He would be responsible overall for the entire group operations. Below the group CEO are two presidents. The president for engineering Corporation would be the head of engineering firm. The president for Aerospace Corporation would be responsible for the entire operations of the firm as well. These two presidents will be reporting and are responsible to the group Chief Executive Officer. Below the presidents are respective departmental vice presidents. The vice presidents are to report to the company’s presidents respectively.
This shows that the vice-presidents in all the departments are equals. From the organizational chart above there is harmonization of departments such as marketing, finance, human resources and research and development. Other departments are different due to the difference in operations in the two companies. This is to ensure that the departments operations are not influenced by the merger. Some of the departments have been combined in order to cut the total cost involved in the operations. Information in the organization flows from the Chief Executive Officer of the group to the respective presidents. The presidents then pass the information to their vice presidents who intern pass it to the other members in the department. This shows the organization chart is an effective one in that there is specialization of duties. Each one in the structure has own roles that are different from those of other members within the organization.
An organizational structure of a company is the complete design of an organization. The organizational chart is the blueprint to the organization structure and is designed to help meet the company’s needs and achieve its goals. An effective and efficient organization structure is characterized by a number of features. These features are the measures that are used in establishing whether a structure is effective. Such features include: job specialization, organization and peoples culture, size of the organization structure, two way communications and cost effective (Lehman &DuFrene, 2008).
The organization chart above shows that there is a clear line of responsibity between the organization officials. This is an indication that the chart is effective and clashing of individual duties and responsibilities does not arise. The organization chart is also short to ensure that the information communication takes the shortest time possible. Short organization structures ensure timely communication of information. It ensures that the information is accurate as long structures have high risk of information modification due to the large number of individuals involved. Harmonization of the organization structure ensures that there is proper coordination between the two organizations. This ensures effectiveness in implantation of the company’s policies. The few number of personnel involved as depicted by reduction in number of departments is meant to ensure that the structure is cost effective.
The fact that the two companies are based in different countries is a clear indication that the workers have different cultures. Culture can be a barrier to effective communication. To handle the culture problem, the president and the respective departmental vice presidents are members of the countries where the companies are based. They clearly understand the people’s culture in the country and therefore eliminating the cultural barrier to communication in the organization chart. Luthan and Dor emphasize on the methods of acquiring cultural knowledge and how to cope with cultural differences. This is among the methods used to handle the culture issues (Stahl & Mendenhall, 2005).In conclusion, the organization chart above is effective and ensures proper communication within the group. This is because it meets the requirements of an effective organizational chart.
References
Cragan, J. F., Wright, D. W., &Kasch, C. R. (2009). Communication in small groups: theory, process, skills (7th ed.). Boston, MA: Wadsworth Cengage Learning.
Hodgetts, R. M., &Luthans, F. (2003).International management: culture, strategy, and behavior (5th ed.). Boston: McGraw-Hill.
Lehman, C. M., &DuFrene, D. D. (2008).Business communication (15th ed.). Mason, OH: Thomson/South-Western.
Rothwell, D. (2010). In mixed company: small group communication (7th ed.). Boston, MA: Wadsworth Cengage Learning.
Stahl, G. K., & Mendenhall, M. E. (2005).Mergers and acquisitions: managing culture and human resources.Stanford, Calif.: Stanford Business Books.
