Multi-business companies: The Leonisa case

The joint management of multi-business companies is a challenge that deserves to be studied from an administrative perspective. This exploratory work aims to show how Leonisa, a Colombian multi-business company in the textile sector, has managed its business. Particularly, it presents the purposes of forming the Leonisa group, as well as its main corporate functions. In addition, it identifies the multi-divisional structure adopted for the joint management of its businesses from two fronts, commercial and industrial. This qualitative study is based on semi-structured interviews with managers from various businesses and levels of this multi-business company. The findings show that Leonisa is characterized by not having a corporate center (CC) with a formal structure. Instead, these headquarters are evidenced by the functions exercised by its directors at the corporate level of the strategy, such as: 1) definition of the business portfolio and 2) internal management of centralized processes. These two functions are performed from the CC, which is set up according to the needs of the business as a whole at specific times. In other words, Leonisa does not have an autonomous corporate center, but it does have a multi-divisional structure wherefrom to manage its entire business.

Understanding Functional and Divisional Organizational Structure

Most management students have had limited exposure to issues concerning organizational structure. This exercise offers a brief in-class experience of the differences of working in a functional structure versus a divisional structure. The instructor guides students to think about certain events, or challenges, confronting their simulated organization. Some of these challenges are best handled by a functional organizational structure, while others are much more taxing if organized that way. Conversely, a divisional organization can produce agile responses to certain initiatives but poses difficulties in coordinating across multiple divisions. Students can begin to sense how structure exerts a major influence on decision making.

REPORT

Before 2012, Commission 34 was identical to Division VI. The organization and executive officers of the Division and the Commission were the same. At the 2012 General Assembly (GA) in Beijing, the IAU reformed the divisional structure and the previous Division VI which Commission 34 was under was combined with Div VII to form Division H: Interstellar Matter and Local Universe. Ewine van Dishoeck was named by the IAU executive committee as the President of the new Division. Since the Commission structure is to be reformed at the GA of 2015, Commission 34 retains its original name “Interstellar Matter” and joined Commissions 33 and 37 (formally under Division VII) as commissions under the new Division H.

DESIGNING AN EFFECTIVE ORGANIZATIONAL STRUCTURE TO ACHIEVE PUBLIC ORGANIZATION OBJECTIVE (CASE STUDY IN PT. PTPN VII LAMPUNG)

<p>This research is about the design of organization structure to create the effective public organization which is located in PT. Perkebunan Nusantara VII (Persero) Lampung. This research is aimed to describe and analyze the relation between the design of organization structure of PTPN VII (Persero) with the company goals in creating the effective corporation. This study used qualitative approach with descriptive method. The data was collected using documentation tehcnique and the data analysis was using reduction and conclusion technique. The results of this research were three main points. First, PTPN VII (Persero) has used the divisional structure. Second, there were some alterations in divisional structure each year from 2008 until 2012. Third, the divisional structure of PTPN VII (Persero) hasn’t been able to support the achievement of company goals so that this corporation is no yet effective. The conclusion of this research is that the design of organization structure of PTPN VII (Persero) is not effective to reach the company goals.</p><p> </p><p>Keywords: organization, organization structure, and organization effectiveness. </p>