Most organizations have a hierarchi

Most organizations have a hierarchical orpyramidal structure, with one person or a group of people at the top, and an increasing number of people below them at each successive level. There is a clear line orchain of command running down the pyramid. All the people in the organization know what decisions they are able to make, who theirsuperior (or boss) is (to whom they report), and who their immediatesubordinates are (to whom they can give instructions).
Some people in an organization have colleagues who help them: for example, there might be an Assistant to the Marketing Manager. This is known as a staff position: its holder has no line authority, and is not integrated into the chain of command, unlike, for example, the Assistant Marketing Manager, who is number two in the marketing department.
Yet the activities of most companies are too complicated to be organized in a single hierarchy. Shortly before the First World War, the French industrialist Henry Fayol organized his coal-miningbusiness according to the functions that it had to carry out. He is generally credited with inventingfunctional organization. Today, most large manufacturing organizations have a functional structure, including (among others) production, finance, marketing, sales, and personnel or staff departments. This means, for example, that the production and marketing departments cannot take financial decisions without consulting the finance department.
Functional organization is efficient, but there are two standard criticisms. Firstly, people are usually more concerned with the success of their department than that of the company, so there are permanent battles between, for example, finance and marketing, or marketing and production, which have incompatible goals. Secondly, separating functions is unlikely to encourage innovation.
Yet for a large organization manufacturing a range of products, having a single production department is generally inefficient. Consequently, most large companies are decentralized, following the model of Alfred Sloan, who divided General Motors into separate operating divisions in 1920. Each division had its own engineering, production and sales departments, made a different category of car (but with some overlap, to encourage internal competition), and was expected to make a profit.
Businesses that cannot be divided into autonomous divisions with their own markets can simulate decentralization, setting up divisions that deal with each other using internally determined transfer prices. Many banks, for example, have established commercial, corporate, private banking, international and investment divisions.
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An inherent problem of hierarchies is that people at lower levels are unable to make important decisions, but have to pass on responsibility to their boss. One solution to this is matrix management, in which people report to more than one superior. For example, a product manager with an idea might be able to deal directly with managers responsible for a certain market segment and for a geographical region, as well as the managers responsible for the traditional functions of finance, sales and production. This is one way of keeping authority at lower levels, but it is not necessarily a very efficient one. Thomas Peters and Robert Waterman, in theirwell-knownbookIn Search of Excellence, insist on the necessity of pushing authority and autonomy down the line, but they argue that one element - probably the product - must have priority;four-dimensionalmatrices are far too complex.
A further possibility is to have wholly autonomous, temporary groups or teams that are responsible for an entire project, and aresplit up as soon as it is successfully completed. Teams are often not very good fordecision-making,and they run the risk of relational problems, unless they are small and have a lot ofself-discipline.In fact they still require a definite leader, on whom their success probably depends.
Which of the following three paragraphs most accurately summarizes the text, and why?
First summary:
Although most organizations are hierarchical, with a number of levels, and a line of command running from the top to the bottom, hierarchies should be avoided because they make decision-makingslow and difficult. A solution to this problem is matrix management, which allows people from the traditional functional departments of production, finance, marketing, sales, etc. to work together in teams. Another solution is decentralization: the separation of the organization into competing autonomous divisions.
Second summary:
Most business organizations have a hierarchy consisting of several levels and a clear line of command. There may also be staff positions that are not integrated into the hierarchy. The organization might also be divided into functional departments, such as production, finance, marketing, sales and personnel. Larger organizations are often further divided into autonomous divisions, each with its own functional sections. More recent organizational systems include matrix management and teams, both of which combine people from different functions and keep decision-makingat lower levels.
Third summary:
Most businesses are organized as hierarchies, with a clear chain of command: a boss who has subordinates, who in turn have their own subordinates, and so on. The hierarchy might be internally divided into functional departments. A company offering a large number of products or services might also be subdivided into autonomous divisions. Communication among divisions can be improved by the introduction of matrix management or teams.
The text mentions the often incompatible goals of the finance, marketing and production (or operations) departments. Classify the following strategies according to which departments would probably favour them:
1.a factory working at full capacity
2.a large advertising budget
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3.a large sales force earning high commission
4.a standard product without optional features
5.a strong cash balance
6.a strong market share for new products
7.generous credit facilities for customers
8.high profit margins
9.large inventories to make sure that products are available
10.low research and development spending
11.machines that give the possibility of making various different products
12.self-financing

Kết quả (Việt) 1:

Hầu hết các tổ chức có một cấu trúc phân cấp orpyramidal, với một người hoặc một nhóm người ở đầu, và một số lượng ngày càng tăng của những người dưới đây họ ở mỗi cấp độ kế tiếp. Đó là một orchain rõ ràng dòng lệnh chạy xuống các kim tự tháp. Tất cả những người trong tổ chức biết quyết định những gì họ có thể thực hiện, người theirsuperior (hoặc ông chủ) là (để người mà họ báo cáo), và những người immediatesubordinates của họ (với người mà họ có thể đưa ra chỉ dẫn).Một số người trong một tổ chức có đồng nghiệp đã giúp họ: ví dụ, có thể có một trợ lý giám đốc tiếp thị. Điều này được biết đến như một vị trí nhân viên: chủ sở hữu của nó không có dòng thẩm quyền, và không được tích hợp vào chuỗi lệnh, không giống như, ví dụ, các trợ lý giám đốc tiếp thị, những người là số hai tại bộ phận tiếp thị.Được các hoạt động của hầu hết các công ty là quá phức tạp để được tổ chức trong một hệ thống duy nhất. Một thời gian ngắn trước khi thế chiến thứ nhất, nhà công nghiệp Pháp Henry Fayol tổ chức của ông than-miningbusiness theo các chức năng mà nó đã phải thực hiện. Nói chung ông được xem với tổ chức inventingfunctional. Ngày nay, hầu hết các tổ chức lớn sản xuất có một cấu trúc chức năng, trong đó (trong số những người khác) sản xuất, tài chính, tiếp thị, bán hàng, và các nhân viên hoặc nhân viên sở. Điều này có nghĩa, ví dụ, rằng việc sản xuất và tiếp thị bộ phận không thể có quyết định tài chính mà không tham khảo bộ phận tài chính.Chức năng tổ chức là hiệu quả, nhưng có hai lời chỉ trích tiêu chuẩn. Trước hết, người được thường quan tâm nhiều hơn với sự thành công của bộ phận của họ so với các công ty, do đó, có các trận đánh lâu dài giữa, ví dụ, tài chính và tiếp thị, hoặc tiếp thị và sản xuất, có mục tiêu không tương thích. Thứ hai, tách chức năng là dường như không khuyến khích sự đổi mới.Tuy vậy cho một tổ chức lớn sản xuất một loạt các sản phẩm, có một bộ phận sản xuất duy nhất là thường không hiệu quả. Do đó, công ty đặt lớn được phân cấp, theo mô hình Alfred Sloan, người chia General Motors thành đơn vị điều hành riêng biệt vào năm 1920. Mỗi bộ phận này có kỹ thuật, sản xuất riêng của mình và bộ phận bán hàng, thực hiện một thể loại khác nhau của xe hơi (nhưng với một số chồng chéo lên nhau, để khuyến khích cạnh tranh nội bộ), và được dự kiến sẽ làm cho lợi nhuận.Các doanh nghiệp không thể được chia thành các đơn vị tự trị với thị trường của họ có thể mô phỏng phân cấp, thiết lập đơn vị mà đối phó với nhau bằng cách sử dụng trong nội bộ xác định chuyển giá. Nhiều ngân hàng, ví dụ, đã thành lập thương mại, doanh nghiệp, ngân hàng tư nhân, đơn vị quốc tế và đầu tư.61An inherent problem of hierarchies is that people at lower levels are unable to make important decisions, but have to pass on responsibility to their boss. One solution to this is matrix management, in which people report to more than one superior. For example, a product manager with an idea might be able to deal directly with managers responsible for a certain market segment and for a geographical region, as well as the managers responsible for the traditional functions of finance, sales and production. This is one way of keeping authority at lower levels, but it is not necessarily a very efficient one. Thomas Peters and Robert Waterman, in theirwell-knownbookIn Search of Excellence, insist on the necessity of pushing authority and autonomy down the line, but they argue that one element - probably the product - must have priority;four-dimensionalmatrices are far too complex.A further possibility is to have wholly autonomous, temporary groups or teams that are responsible for an entire project, and aresplit up as soon as it is successfully completed. Teams are often not very good fordecision-making,and they run the risk of relational problems, unless they are small and have a lot ofself-discipline.In fact they still require a definite leader, on whom their success probably depends.Which of the following three paragraphs most accurately summarizes the text, and why?First summary:Although most organizations are hierarchical, with a number of levels, and a line of command running from the top to the bottom, hierarchies should be avoided because they make decision-makingslow and difficult. A solution to this problem is matrix management, which allows people from the traditional functional departments of production, finance, marketing, sales, etc. to work together in teams. Another solution is decentralization: the separation of the organization into competing autonomous divisions.Second summary:Most business organizations have a hierarchy consisting of several levels and a clear line of command. There may also be staff positions that are not integrated into the hierarchy. The organization might also be divided into functional departments, such as production, finance, marketing, sales and personnel. Larger organizations are often further divided into autonomous divisions, each with its own functional sections. More recent organizational systems include matrix management and teams, both of which combine people from different functions and keep decision-makingat lower levels.Third summary:Most businesses are organized as hierarchies, with a clear chain of command: a boss who has subordinates, who in turn have their own subordinates, and so on. The hierarchy might be internally divided into functional departments. A company offering a large number of products or services might also be subdivided into autonomous divisions. Communication among divisions can be improved by the introduction of matrix management or teams.The text mentions the often incompatible goals of the finance, marketing and production (or operations) departments. Classify the following strategies according to which departments would probably favour them:1.a factory working at full capacity2.a large advertising budget623.a large sales force earning high commission4.a standard product without optional features5.a strong cash balance6.a strong market share for new products7.generous credit facilities for customers8.high profit margins9.large inventories to make sure that products are available10.low research and development spending11.machines that give the possibility of making various different products12.self-financing