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Outline
The introduction describes the aspects of the course, organizational structure and design. I the next section, the goals, missions and values applicable at Target Inc. are discussed. The next section discusses the organizational chart which is indicated in appendix 1. The next section discusses the organizational structure of the company, including design, span of control and functionality. Finally, a conclusion of all sections is done.
Introduction: About the Course
According to Burton, Obel and DeSanctis ( 63), organizational structure and design is a course designed to provide guidelines in the intricate and intrinsic aspects of the organizations in the modern day setting. Organizations are dynamic in nature, necessitating identification of structures and forms that enhance performance.
The course is comprised of the aspects of organizational structure such as the design and charts. Under this section, learners get an idea of the existing structures and their effect on performance. Organizational structure influences the aspects of labor, control, hierarchy and centralization of roles (Drucker 355). As a result, it is possible to understand the roles of all individuals, even in virtual organizations
According to Drucker (320) and Hoffman (376), organizational structure and design provides learners with competencies in the management of the intricate organizations in the modern world. Through the use of a practical approach based on theories, this course prepares students for their careers in all fields and industries. The range of competencies in management of an entity makes it possible for learners to understand the interplay between strategy and objectives.
Goals, Mission Statement and Values
Missions
Target Inc. mission statement is to make the company the favored shopping destination in all categories by offering exceptional value, ongoing ingenuity and outstanding customer care as indicated by Dowling (40). The brand promise is hinged on exceeding expectations in both quality and affordability, worded as ‘Expect More. Pay Less’.
Values
Target Inc. has a mission which is closely bound to its values (Brenner, Putt’ and Lefeld 14), which include corporate responsibility, targeting the community, commitment to diversity and protection of the environment. In achievement of these goals, the organization operates on an intricate philosophy which applies to all in the management. All managers are responsible for definition of goals, establishment of strategies, development of plans and organizational goals as well as control of outcomes.
Organizational Design
Jean and Stanley (452) concurred with Brenner, Putt, and Lefeld (12) that organizational design entails the process of selection and management of structures and cultures in order to ensure that organizations attain all goals and objectives. The design process is a multi-pronged approach to integration of all aspects of the company in order to ensure goals are achieved (Drucker 320).
At Target Inc., the management has ensured a narrow span of control, structured in a functional design in order to ensure that stores in all geographic locations are represented. Similar efforts have been duplicated at the stores level.
Organizational Chart
The company’s organizational structure is designed into corporate and stores level, as indicated on appendix 1. The corporate level is comprised of top management including the CEO who also doubles as the director; CFO (who also acts as the CAO and EVP), relationships chairman, President of Target Sourcing Service, President of Target.com, President of Target Financial Services, President of Community Relations and President of target Foundation, Senior VP of Merchandising, Executive VP Corporate Secretary and General Counsel and Senior VP of Target Sourcing Services of Regions II and III. Management at the stores level is comprised of various store team leaders who control operations at the various stores.
Organizational Structure
The top management is involved in strategy development (Daft 6, and Triplett 3). As indicated, the top management oversees expansion, labor sourcing, development of standards and financial oversight as well as acquisition of merchandise. Store level management is involved in handling of consumer needs by ensuring that the strategies and standards are implemented accordingly. As indicated on appendix 1, division of labor is achieved through horizontal and vertical approach, making it possible for clear reporting structures
The company’s organizational structure is both mechanistic and organic. At the stores level, the structure is organic, since it designed to change depending on the number and sizes of stores. However, at the corporate level, the structure is mechanistic, since the responsibilities of overseeing the stores are similar across all stores (Jean and Stanley 452).
The factors affecting the structure also vary depending on the level of management. At the corporate level, the structure is influenced by business strategy and organizational change. At the stores level, the structure is hinged on the external environment, behavioral expectations from consumers and the size of the store in question.
Target Inc. favors a narrow span of control, mainly because this offers the company the flexibility and control over all functions (Hoffman 381). This also tightens the circles of power, making it possible for decision-making and strategy formulation to take place without bottlenecks.
Conclusion
Organizational structure influences the outcome of operations in an organization. The manner in which the various roles and functions interplay has an impact on the ability of the organization to achieve its goals. Right from the design to the implementation stage, organizational structures are the backbone of every organization.
Target Inc has achieved significant success in its industry. A clear indication of its organizational structure indicates a functional design based on geographical locations. In addition, the organizational structure reveals a two tier approach with corporate and stores level structures. This ensures that the organization achieves concerted and uniform growth both at the grassroots and the top.
Works Cited
Burton, Richard M, Borge Obel, and Gerardine DeSanctis. Organizational Design: A Step-by-Step Approach Cambridge: Cambridge University Press, 2011. Print.
Brenner, Sarah, Casey Putt, and Kylie Lefeld. Target Company. 2009. Web.
Daft, Richard L. Organizational Theory and design. Thomson Learning. 2007 Web.
Drucker, Peter. Management Drucker Series Management. Classic Drucker / Butterworth-Heinemann Massachusetts: Taylor & Francis, 2012. Print.
Dowling, Eric at al. Integrated Company Analysis: Target Corporation. 2010. Web.
Hoffman, George T. Management: Tenth Edition New York: Cengage Learning, 2007. Print.
Jean M Phillips, and Stanley M Gully. Organizational Behavior: Tools for Success 1st Edition (c). New York: Cengage, 2012. Print.
“Target Inc.-About” 2012. N.p. Web.
Triplett, James M. Organizational Design: A Holistic View. Pennsylvania: Lulu.com, 2007. Print.
Appendices
Organizational Structure
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