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Managing Employment ChangeThe New Realities of Work$

Huw Beynon, Damian Grimshaw, Jill Rubery, and Kevin Ward

Print publication date: 2002

Print ISBN-13: 9780199248698

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199248698.001.0001

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(p.320) Appendix 2

(p.320) Appendix 2

Source:
Managing Employment Change
Publisher:
Oxford University Press

Table A1. Corporate structure in the seven organizations

Ownership structure

Internal divisional structure

Bankco

A subsidiary wholly owned by a large diversified corporation

Six divisions separated by function, dominated by the Corporate and Commercial and Personal Banking divisions; reduced integration of activities and skills development between divisions

Councilco

A local government authority under state ownership

12 divisions; strengthening of horizontal integration to meet ‘corporate objectives’

Healthco

One of around 750 state-owned NHS Trusts

14 directorates; strengthening of horizontal integration to meet ‘corporate objectives’

Mediaco

Newspaper offices wholly owned by a national media group, which also has a 50 per cent stake in the printworks

3 divisions at the newspaper offices and 4 at the printworks; relatively high degree of horizontal delineation between departments

Pharmco

Transnational ownership following merger (1998) between one UK-owned and one foreign-owned company

4 divisions split by function with plants spread worldwide; each ‘business unit’ is responsible for meeting budgeted local profit, but has freedom to allocate resources

Betailco

Wholly owned and the core business of Retailco

Combined functional and regional structure; 6 functional divisions, with retail division subdivided by region

Telecomco

Wholly owned and the core business of Telecomco

Combined functional and regional structure; 3 broad divisions, each organized at a regional level

(p.321)

Table A2. Management structure in the seven organizations

Degree of centralization of decision-making

Performance targets, accountability and control

Bankco

Relatively strong centralized vision guides business practices across the divisions

Centralized monitoring of performance facilitated by shift from branches to call centres

Councilco

Trend towards greater corporate-led centralization across departments

Annual cost savings required by government; performance judged against published tables comparing national standards of services provision

Healthco

Trend towards greater corporate-led centralization across directorates

Annual cost savings required by government; performance judged against Patient Charter standards

Mediaco

News offices, high degree of autonomy; Printworks, capital investment decisions centralized, but local autonomy to bid for new contracts

Performance pressures shifted from successful print-run and sales growth to advertising revenue and sales

Pharmco

Relatively high level of freedom to adapt system of production within individual plants

Very strict performance/cost targets and strong international competition among business units

Retailco

Centralized decision-making in the key areas of business activity

Highly detailed performance data collected centrally and disseminated to set competitive workplace targets

Telecomco

Centralized decision-making; weak autonomy to adapt services provision or form of work systems at workplace level

Highly detailed performance data collected centrally and disseminated to set competitive workplace targets