Flow management, flat organization, project management, re-engineering processes - the theme of the integrated enterprise management is the quest for better coordination between organizations and entrepreneurs which has had a major impact on business and change management in the recent past. Today, business responds to rapid change, though it is difficult to anticipate the business environment, in the competitive business world. To cope with this situation, a new form of organization evolved, which is known as horizontal organization. Horizontal organization is considered as the successor of functional, multi-divisional and matrix organizations. The structures are built in response to the problems posed to organizations by their environment (that is the basis of contingency theory mentioned in subject. The changes that have affected the business environment have changed the keys to business success.
[...] To meet the competitive pressures that force them to reduce costs, increase quality, reduce time trading, the company has reconfigured its organization to shift its focus to customer expectations. II The integration of performance factors in the new business organization Point of Knowledge: The concept of process or transverse process Process according to P.Lorino can be understood as all activities linked together by information flows (or carrier material information) significant and which combine to provide a physical product or intangible well-defined service. [...]
[...] This new statement requires that members of the organization open to new areas and overcome the language and knowledge barriers specific to each business. Conclusion It seems that the horizontal organization is a new form of business organization which succeeds to the functional organizations, multidivisional and matrix divisions. This new form of organization responds to new conditions that require companies to react quickly, effectively and efficiently in a rapidly changing environment. The horizontal organization poses the problem of controlling the activities of the company by its managers in a new way. While the hierarchical power is weakening, that the autonomy [...]
[...] What are the conditions for successful management of a diagonal or cross organization? The strategies to provide sustainable competitive advantage can no longer rely on functional or divisional organizations as they are poorly adapted to environmental change (the problem). Although the evolution of performance factors requires a horizontal organization, a change in the business structure from horizontal to diagonal will require a change in management practices (plan). I The evolution of performance factors of the company requires new organizational forms At the multifaceted nature of business performance factors a. [...]
[...] The transverse horizontal linking activities allows the development of an organization in time that requires a perfect coordination between the activities and optimize the management of physical and informational flows. Think of how the organization enables horizontal integration in the marketing department of a company Improving performance Vertical structures have focused on improving productivity within each function and each division. Now is the interface between the departments which have become the deposits of productivity such as the Hammer and Champy noted, the reconfiguration of specialist firms. [...]
[...] The organization The concept of process covers all actions that contribute to the achievement of a product or a service. The process is meant to articulate all activities that respond promptly and in the best possible customer expectations. The transverse processes are vertical units of the organization functions or divisions. A process is oriented towards customer satisfaction. The following processes can be cited as examples: the process of manufacturing, process control and delivery logistics, the process of developing new products, the maintenance process etc. [...]
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