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 ...
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Organisational Structure of Minnesota IMPLAN Group
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  which are specialized by region, not estimated from national averages and can be used to measure the effect on a regional or local
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 10:22 AM..
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