Here is the synopsis of our sample research paper on Comparing the Organizational Structures of Philip Morris International and Telefonica. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 4 page paper compares and contrasts the organizational structures of two major firms; Philip Morris International and Telefonica. The assessment is made by looking at the organization, the way it operates and the power structures as well as the general organization. The bibliography cites 2 sources.
Page Count:
4 pages (~225 words per page)
File: TS14_TEPhiliptelef.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
interesting to consider two companies that are of a similar size, but operating in different markets, for this we will compare and contrast the US tobacco firm Philip Morris International
and the Spanish communications firm Telefonica. Philip Morris is a large organization which has recently been subject to a spin-off from Altria Group, Inc. (Altria) in March 2008. The
firm has a relatively traditional structure, with a central control from the head office followed by a traditional hierarchy structure that is seen in many bureaucratic organizations. Headed by the
Louis C. Camilleri and the Chairman and Chief Executive Officer, who had previously been the CEO and chairman of the Altria Group Inc., the company has then been divided into
functional divisions, this includes geographical division for the EU, a division for Eastern Europe, Middle East and Africa, a division for Asia, and a division for Latin America and Canada.
Directly answerable to the chairman and CEO there are also a number of other supportive or operational departments, with many of these seen as the supportive functions as defined
in Porters Value Chain, including (but not limited to) human resources, corporate affairs, next generation products and adjacent businesses, finance, research and development and information services (Philip Morris, 2010).
The traditional structure of an organization where decision are made centrally and then handed down may be seen within the organizations, with a similar structure repeated in the geographical divisions.
There is a centralized core of the operations under the direct control of the Board of Directors and the CEO, and for all strategic decisions are made. These decisions are
passed down to all different divisions, including the geographical segments, which operate with a degree of discretion, but have to abide by the head office determine strategies. The geographical divisions
...