Here is the synopsis of our sample research paper on Changing the Structure of Wimpey. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 16 page paper looks at the construction company Wimpey arguing that is has a functional bureaucratic structure that is evolving towards a divisional structure, but that it would benefit from developing a matrix structure. The paper demonstrates this by looking at the company and the current practices that indicate structure and looking at the theory and practice of matrix or network based structures before arguing why and how this could benefit Wimpey. The bibliography cites 25 sources.
Page Count:
16 pages (~225 words per page)
File: TS14_TEwimpey1.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
with the companys structure which influences the way that the resources are used and the type and direction of communication and control. George Wimpey is a large group of
companies with George Wimpey Homes claiming to be the largest house builder in the UK (Construction News, 2006, Wimpey, 2006). The company has been in existence for 125 year, so
it has seen many changes and had to adapt to the way in which it operates and the structures used to achieve efficient operations. The current structure may be
seen as a very functional structure based on a bureaucratic model. In this paper we will argue that Wimpey, although a major international company, is also in need of a
change in order to remain competitive and able to make the most of its extensive resources. The company has many activities, as well as the residential house building ands commercial
construction for which it is most commonly known the firm also undertakes a range of complimentary and supporting activities including, but not limited to electrical and mechanical activities, civil engineering,
quarrying, mining, insurance and travel services as well as timeshare development (Wimpey, 2006). The company developed in a fragmented manner with a number of independent units which were autonomous,
creating a structure of a group of companies in which could be seen as most closely resembling a wheel and spoke set up, however the control was lax and although
there were still functional structures these were in each of the separate operating units, with little to co-ordinate or control them. The company had developed in this way in
an emergent fashion responding to the way a very buoyant market had been developing in the 1980s, fast growth in many sectors had resulted in rapid organic growth, contracts ranged
...