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Essay / Research Paper Abstract
A 5 page overview of Reinertsen’s insights on supply and demand. Examples are provided from the telecommunications industry and parallels are made with traffic flow control procedures. Bibliography lists 7 sources.
Page Count:
5 pages (~225 words per page)
File: AM2_PPOrgAdministration.rtf
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Unformatted sample text from the term paper:
question. Consider, for example, a production oriented organization such as a factory. These types of organizations are typically organized to one degree or another in recognition of supply
and demand considerations. The objective of this paper is to address organizational structure as it relates to supply and demand in such a production oriented organization and the theories
of Donald Reinertsen, a prominent organizational theorists credited with numerous publications and in particular with the 1997 publication of "Managing the Design Factory".
Design capacity is integrally tied to effective organizational structure and administration. Reinertsen (1998) emphasizes the importance of organizational structure and administration in balancing supply and demand considerations within the
production organization. Numerous author in fact recognize that importance. Bolman and Deal (2003), for example, contend that in the absence of workable structure "people become unsure about what
they are supposed to be doing. The result is confusion, frustration, and conflict" (p. 322). As an organization grows bigger, of course, its organizational structure enlarges as well
(Robbins, 2004). As the environment in which the organization becomes more complex, so does organizational structure (Robbins, 2004). As the technology utilized by an organization becomes more complex,
so does organizational structure (Robbins, 2004). The balancing act that goes along with managing supply and demand, of course, occurs within
the confines of the processes that are inherent to a particular business. Reinertsen (1998) presents his premises within those confines and explains how they change organization by organization.
He uses numerous examples to support those premises. Most emphasize the importance of mathematical analysis in solving organizational problems in relation to production or flow. His examples, however,
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