: Worlds Leading Management Portal. MBA | Classroom, Boardroom and Beyond

Go Back Forums > Projects HUB for Management Students ( MBA Projects and dissertations / BMS Projects / BBA Projects > PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT > Human Resources Management (H.R)

Organisational Structure of Minnesota IMPLAN Group

Organisational Structure of Minnesota IMPLAN Group

Discuss Organisational Structure of Minnesota IMPLAN Group within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; MIG, Inc. (Formerly "Minnesota IMPLAN Group, Inc.") is the corporation that is responsible for the production of IMPLAN (IMpact analysis ...



LinkBack Thread Tools Display Modes
Organisational Structure of Minnesota IMPLAN Group
 (1 (permalink))
Netra Shetty
netrashetty is on a distinguished road
Student of PGDM at Mats Institute of Management and Entrepreneurship
Bangalore, Karnataka
Management Paradise Guru
Status: Offline
Posts: 4,857
Join Date: Dec 2010
Organisational Structure of Minnesota IMPLAN Group - February 5th, 2011

MIG, Inc. (Formerly "Minnesota IMPLAN Group, Inc.") is the corporation that is responsible for the production of IMPLAN (IMpact analysis for PLANning) data and software.
Using classic input-output analysis in combination with regional specific Social Accounting Matrices and Multiplier Models, IMPLAN provides a highly accurate and adaptable model for its users. The IMPLAN database contains county, state, zip code, and federal economic statistics [1] which are specialized by region, not estimated from national averages and can be used to measure the effect on a regional or local

Consumer Industries

Steven Skinner
National Accounts


Consurmer Goods

Curt Johnson

Customer departmentation frameworks possess a specific degree of standardization. They can be used for more complicated or bigger scale companies.

Furthermore, the nature of customer departmentation frameworks within influences the state of adaptation sought. The effective use of customer departmentation frameworks must include culture evaluation and management if strategy is to be successfully adapted to the organization. Bargeman (1991) proposes that customer departmentation results, in part, from retention of those elements that have worked well in the past, and selection of viable new elements, based on administrative and cultural mechanisms. Whereas in the former an organization's character can be maintained through induced processes, in the latter new autonomous processes will be necessary to foster the new character or elements required and the induced processes concern initiatives that are within the scope of the organization's current strategy within the organization. The autonomous processes concern initiatives which emerge outside of the current organization realm and that provide the potential for business improvement

ocus of strategic responsibility: A crucial aspect of organization structure is the extent to which decision- making autonomy is delegated from corporate headquarters to parts of the business. In the global firm there is a strategic imperative to centralize important strategic decisions. For example, decisions on product range, research and development, branding, and human resource management tend to be made at corporate rather than subsidiary level. Even customer service, which is the function most likely to be located closer to the customer, may have its major policies and standards set at corporate level. Structuring: A characteristic of the global structure is that it is relatively blind to geographic distance and instead focuses on one or more other strategic dimensions-like products or markets-that it considers more important (than geography) to its success at implementing a global strategy.

Thus a global structure commonly has a major top-level division into product categories (generally called a global product structure), markets (global market structure), or some matrix (global matrix structure). As an example of a global product structure, Procter & Gamble (P&G) has three global product divisions, namely Global Beauty, Global Household Care, and Global Health & Well-being. However, the distinction between product and market structures is likely to be blurred-for example, Boeing's business units seem like different product divisions (commercial airplanes, integrated defense systems, and Boeing capital corporation), but in effect all three have the aim of marketing various aircraft and aerospace products and services to different market groups-in this case commercial airlines, governments, and financial intermediaries

Last edited by netrashetty; February 5th, 2011 at 11:22 AM..
Friends: (0)
Reply With Quote
Your Friendly Helper
Rep Power: 10MBA Helper
Automatic Reply for links related to your post

Hello, I am your friendly Helper. Check the related links below which might be of your interest.
Not a Member Yet ?? Sign Up Now. Click Here and If you are looking for something? Search the Forums

Do you need help with your Research Report ? Ask for Help or Help Others and create your network. Give back to the community by sharing your knowledge in terms of notes, research reports, discussions, articles etc..
Help Yourself and Help Others
Ask us, we are here to help

Related to Organisational Structure of Minnesota IMPLAN Group

Similar Threads

Thread Thread Starter Forum Replies Last Post
Organisational Structure of Alaska Air Group Netra Shetty Human Resources Management (H.R) 1 July 13th, 2015 07:31 PM
Organisational Structure of Borders Group Netra Shetty Human Resources Management (H.R) 1 July 3rd, 2015 09:24 PM
Human Resource Management of Minnesota IMPLAN Group Netra Shetty Human Resources Management (H.R) 0 January 27th, 2011 02:30 PM
Customer Relationship Management of Minnesota IMPLAN Group Anjali Khurana Marketing Management 0 January 19th, 2011 02:32 PM
SWOT ANALYSIS ON Minnesota IMPLAN Group, Inc Abhijeet S Principles of Management ( P.O.M) 0 November 30th, 2010 02:32 PM


area of hrm, career development, career management, career path, career planning, company in us, ethics in hr, hr policies, hrm of us company, hrm practices, human resource management, induction process, job evaluation, job rotation, organisational structure, organization development, organizational culture, orientation process, performance appraisal, personnel management, recruitment process, staffing process, strategic hrm, structure of us company, training development

Thread Tools
Display Modes

Posting Rules
You may not post new threads
You may not post replies
You may not post attachments
You may not edit your posts

BB code is On
Smilies are On
[IMG] code is On
HTML code is On
Trackbacks are On
Pingbacks are On
Refbacks are Off

Forgot Password?  New User?

» Recent Threads

Value Chain Analysis of... ( 1 2)
Last post by Jiaojiao Liu
7 Minutes Ago 03:49 AM
11 Replies
Personal Grooming- ppt
1 Hour Ago 02:30 AM
3 Replies
Taking the Mentorship...
Last post by Maya Raichura
4 Hours Ago 11:50 PM
0 Replies
Last post by Joel Francis
7 Hours Ago 08:31 PM
2 Replies
Are you superstitious?
Last post by Jiten Mazee
8 Hours Ago 07:13 PM
5 Replies

» Ads is not responsible for the views and opinion of the posters. The posters and only posters shall be liable for any copyright infringement.

Management Paradise
About Us
Contact Us
Kartik Raichura
Terms & Conditions
Privacy Policy
Copyright © 2004 - 2016 Management Paradise. A Management Paradise Venture