Advertising and Promotion

Introduction

Organizations in general terms are social arrangements for the controlled performance of collective goals, and those social arrangements are formalized in the organizations structure. There are many types of organizations. They can be classified in various ways, for example by size, by volume of transactions, by type of business activities, by legal status, or according to whether they are profit orientated or not profit orientated. Many organizations are based on the principle of hierarchy. There is a line of decision making power from the top of the organization to the bottom. In general, no employee reports to two bosses, whereas the boss may manage a number of different employees. This scalar chain is intimately connected to the concept of span of control, which is the number of individuals under the direct supervision of any one person.

This formal report includes a research about two organizations, Carrefour which is an international organization, and UCS (Union Co-operative) which is local organization, and it shows the difference in their organizational structure, culture and behavior.

Carrefour Organizational Structure:

Carrefour is an international organization has a hierarchical structure with a more functional managerial organizational structure. This organization is such that the CEO or chairman is the person in the hierarchy. Below him sits the CFO, the Director of Organization and Systems and the Director of Merchandise and Marketing. The CFO exists between the CEO and the functional divisions. Beyond the functional divisions lies the director for each specific global zone or region for which Carrefour is located. As well as a director for each zone they have what they refer to as the expanded committee which consists of directors of specific nations or subsidiaries.

This organizational structure works very efficiently for Carrefour. It delegates, to the major functions of the large corporation, the abilities to handle all of the necessary business dealing requested by each separate division. Allowing each function to know the dealings of each division allows them to compare better how each division is performing compared to the other divisions. This also allows for a more standardized means of coordinating the functions of each division, limiting confusion and overlapping responsibilities. Carrefour has several types of "products" (stores) and is located in over 20 countries, which would make a divisional structure very complex.

Carrefour has a formal organization structure and is deliberately constructed to fulfill specific goals. The Objectives of the organization are to link individuals in an established network of relationships, so that the authority, responsibility and communication can be controlled. By allocating to individuals or groups the authority they require to perform their functions, as well as the responsibility to account to their performance to their superiors, this creates a hierarchy or chain of command, whereby authority flows downwards from senior management to each level of the organization. This organization structure is very complex because of its huge size and its wide international division. The process of controlling and coordinating performance, and communication between individuals, also grows more difficult as the top of the organization gets further from the bottom, with more intervening levels.

Carrefour chain is an organization owned by shareholders who have invested in it by purchasing shares, and is controlled on their behalf by the managers of their company. This organizations business activity type used is distributing, wholesaling and retailing. They buy things which others have made, and then sell them to customers.

Carrefour Organizational culture:

Carrefour is a functional organization and its culture type is a task culture. It is characterized by its teamwork or team based task which allows all team members share the task. The principle concern in this organization is to get the job done. The individuals who are important are the experts with the ability to accomplish a particular aspect of the task. Each individual in the team considers he has more influence than he would have if the work were organized on a formal role culture basis. The performance in this organization