Organizational Structure of Simcoa Operations Pty Ltd
Discuss about the Management & Business Context of Simcoa Operations Pty Ltd.
Duties, hierarchy of authorities, and responsibilities are part of organizational structure. In relevance with the accomplishment of tasks in an appropriate manner, organizational structure plays vital role. Structure clarifies the process of assigning duties, tasks and responsibilities to the employees in order to attain better results. Under this procedure, communication also plays crucial role as it facilitates employees to exchange thoughts amongst the employees and it also helps the employees to communicate with top level management. Organizational structure consists of certain standards, policies and regulations which need to be followed by every member of the organization while performing any activity on behalf of the organization (Zheng, Yang & McLean, 2010).
Under this assessment, organizational structure of Simcoa Operations Pty Ltd will be discussed along with analysing impact of external and internal forces over organizational performance. Apart from this, this assessment will focus over trending risk factors faced by organization which affect the decision making process of organization. Further, crucial functions will also be discussed which plays vital role in development of strategies with regards to the accomplishment of goals and objectives.
Every activity which is been executed at workplace of Simcoa Operations Pty Ltd are controlled by top level management. This defines that organization structure of Simcoa Pty Ltd is a type of traditional organizational structure. According to traditional system, CEO (chief executive officer) or Chairman acts as the top most authority in Simcoa Operations Pty Ltd takes final decision for organization. Simcoa Operations is an Australian based company committed to producing the world’s highest quality silicon to meet customers’ precise needs (Yang, Yu, Hsu, Hsu, Yang & Lan, 2015). Silicon is an effective element which plays vital role in production of various industrial lifestyle products. These products carry huge weightage in everyone’s everyday lives. Further, board of directors have subsequent powers to take decisions on behalf of the organization with mutual consent. They are the people who develop policies, code of conduct, standards, etc. with the objective of performing the tasks in an appropriate manner so that the desired goals and objectives could be attained (Simcoa Operations Pty Ltd., 2018). After board of directors, senior management is the powerful authority which could control and manage employees’ actions in order to attain desired goals and objectives. As per Simcoa Operations’ organizational structure, last layer includes workforce and supervisors. Their major task is to execute activities as per guidelines given by management along with considering the planning done by the management. Thus, they convert the assumptions and planning into reality by putting efforts so that the desired goals and objectives could be attained (Bryson, 2018).
Internal And External Forces Affecting Organizational Performance
Every organizational performance is based over its internal factors as well as impact of external forces. Internal forces includes company’s strengths, values, beliefs along with weaknesses while external forces includes all those factors which affect organizational performance either in positive or in negative manner i.e. political, legal, ethical, competitors, etc. As per Simcoa Operations Pty Ltd, internal forces are their employee’s talent, knowledge, skills and experience, resources available, policies of the organization, and all other elements which are available within the workplace. But external forces which could affect Simcoa’s performance are political, technological, economic and other vital factor of external environment. Simcoa produces quality silicon and silicon produced by them is enough to fulfil whole Australia’s demand along with exporting to the rest parts of the globe (Gaboriau, Brachet, Boniface, Aradilla, Aldakov, Bidan & Sadki, 2016). Organization has attained Quality ISO 9001 certificate in relevance with distributing highest quality silicon in Australia in comparison with other companies engaged in same type of operations. Company is well known for using highest quality raw materials and for using low ash charcoal and high quality quartzite (Casadesus-Masanell & Ricart, 2010).
In order to improvise organizational performance meeting all requirements of internal as well as external forces, organization is required to regionalise its operations so that those areas should be focused where demand for silicon is huge. Regionalisation is the term which acts as management tool in business context. With the help of adaptation of regionalisation in its operations, Simcoa Operations Pty Ltd will be able to focus on those areas where silicon is consumed in large quantity in overseas market. Simcoa Operations are currently fulfilling Australian market’s needs and rest silicon exports to rest parts of the globe. If organization will focus over the areas where demand for silicon is high as compared to the currently served areas by organization, it will help the organization to develop its unique and effective image in the global market along with leading the international silicon market (Chen, Huang & Hsiao, 2010).
It has been analysed that Simcoa Operations Pty Ltd confronts various risk factors such as sudden decrease or increase in demand of silicon, imposition of taxes and duties over silicon manufacturing and distribution by government, amendments in the policies of export and import of silicon, competition from existing companies, etc. (Chittithaworn, Islam, Keawchana & Yusuf, 2011). Along with these risk factors, there are certain other risk factors such as increase in exchange and interest rates, ban over usage of silicon, etc. These factors could affect organizational performance in negative manner but majorly risk factors confronted by Simcoa Operations in recent times are production of same type of silicon by its competitors utilising low ash charcoal and high quality quartzite. In order to gain leading position in international silicon market along with maintaining acquired position in the international market, it is necessary for the organization to utilise regionalisation so that the areas with huge demand of silicon could be served in an effective manner (Lustig, Roussanov & Verdelhan, 2011).
Risk Factors Confronted by Simcoa Operations Pty Ltd
Along with these risk factors, changes in laws, regulations and imposition of new rules by government affects organizational current as well as future performance in relation with becoming the leader of international silicon industry. Thus, it is required for the organization to reduce the impact of these risk factors so that the desired goals and objectives could be attained along with maintaining the acquired position in the market. Primary measures for confronting risk factors are ignorance, acceptance and transfer. Under ignorance of risk, organisation is required to ignore the risk until and unless it does not affect the performance of the organization (Shneiderman, 2010). For example: if one retailer will switch to the competitor of Simcoa Operations, it could be ignored easily as it will not much affect organizational performance. Further, organization could impose acceptance of risk under which risk will be accepted so as to compromise or deal with the deal factor so that the performance does not get affected. For example: Large number of retailers switches to the competitors of Simcoa Operations. This is a huge risk factor and if it will not be accepted in early stage, it may leads to shut down of the business. Risk needs to be accepted in this scenario and as soon as possible, reason needs to be determined which is forcing retailers to switch suppliers of silicon. The last measure for dealing with risk is transfer of risk under which organization transfers its risk over third person to pay for it. For example: big loss faced by organization due to fire or any unwilling incident such as theft. Under this, organization will transfer its whole risk over insurance company to pay for the losses occurred.
Major and primary reason through which organizational performance could be enhanced is adaptation of regionalisation. With the effect of regionalisation, organization will be able to uplift its performance in the international market (Teece, 2010). Simcoa Operations will majorly focus over those areas or market globally under which demand for silicon will be high. In terms of production of silicon, Simcoa Operations ranks first as it fulfils whole Australia’s demand and rest silicon is being exported to other parts of world but now exports will be done to the most demanded countries in order to enhance the efficiency, revenues as well as profitability of the organisation (Wheelen & Hunger, 2011). Apart from this, organization could also focus over adaptation of advanced measures in terms of technology so that the efficiency as well as productivity of the organization could be improved. With the effect of this, organization will be able to accomplish its goals and objectives along with enhancing organization performance in the international market (Trkman, 2010).
Adaptation of Regionalisation to Confront Risk Factors and Enhance Organizational Performance
With the objective of implementing regionalisation at workplace, Simcoa Operations requires to fulfil the demand of silicon of new target markets. In relation with the attainment of desired goals and objectives, it is required to maintain quality of the silicon along with determination of new and unique measures for enhancing the quality of the products distributed by organization. This will help the organization to attain its desired goals and objectives along with attainment of regionalisation strategy. This will prove as the most effective strategy through which performance of the organization will be increased along with the attainment of leading position in the international silicon market (Wang, Chen & Chen, 2012).
Conclusion and recommendation
From the aforesaid information, it can be concluded that Simcoa Operations Pty Ltd is a large company of producing silicon. They produce highest quality silicon as they use qualitative raw materials along with ash charcoal and high quality quartzite. In this assessment, organizational structure of organization has been discussed along with external, internal forces which affect organizational performance. In order to enhance organizational performance, it has been recommended to the organization to adopt regionalisation as soon as possible so that the areas in the global market where silicon is produced in less quantity and to fulfil their demand, they import from other countries. These areas will be more beneficial for the organization in terms of enhancing organizational performance along with attainment of leading position in the international market.
References
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Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long range planning, 43(2-3), 195-215.
Chen, C. J., Huang, J. W., & Hsiao, Y. C. (2010). Knowledge management and innovativeness: The role of organizational climate and structure. International Journal of Manpower, 31(8), 848-870.
Chittithaworn, C., Islam, M. A., Keawchana, T., & Yusuf, D. H. M. (2011). Factors affecting business success of small & medium enterprises (SMEs) in Thailand. Asian Social Science, 7(5), 180.
Gaboriau, D., Brachet, M., Boniface, M., Aradilla, D., Aldakov, D., Bidan, G., & Sadki, S. (2016, September). Bottom-up Silicon Nanostructures: A Toolbox for Integrated on-Chip Edlcs. In Meeting Abstracts (No. 7, pp. 957-957). The Electrochemical Society.
Lustig, H., Roussanov, N., & Verdelhan, A. (2011). Common risk factors in currency markets. The Review of Financial Studies, 24(11), 3731-3777.
Shneiderman, B. (2010). Designing the user interface: strategies for effective human-computer interaction. Pearson Education India.
Simcoa Operations Pty Ltd. (2018). Welcome To Simcoa. [Online]. Accessed from: https://www.simcoa.com.au/. [6th May, 2018].
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Wang, C. H., Chen, K. Y., & Chen, S. C. (2012). Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors. International Journal of Hospitality Management, 31(1), 119-129.
Wheelen, T. L., & Hunger, J. D. (2011). Concepts in strategic management and business policy. Pearson Education India.
Yang, Y. M., Yu, A., Hsu, B., Hsu, W. C., Yang, A., & Lan, C. W. (2015). Development of high?performance multicrystalline silicon for photovoltaic industry. Progress in Photovoltaics: Research and Applications, 23(3), 340-351.
Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. Journal of Business research, 63(7), 763-771.
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