Section 3. Supplementary reading. Exercise 1. Read and translate the text.

Exercise 1. Read and translate the text.

Apple Slices.

Apple Computer has organized and reorganized several times during its existence. Steven Jobs and Steve Wozniak first organized the company in the late 1970s, starting operations out of a garage. This simple organization grew rapidly and soon became a multi-million-dollar corporation. Natu­rally, the organization changed as it grew. Wozniak was uninterested in management and left Apple in 1985. Jobs, in contrast, was very interested in management and reorganized the company. Jobs put a team of vice presidents over operations, and, despite maintaining some technical in­volvement, he became chairman of the board and vice president. In addi­tion, he had a president and chief executive officer (CEO). Teams were used to develop new products and ideas, and vertical integration was begun in software and product distribution.

As Apple grew, so did its operating and marketing problems. Jobs insisted on developing machines that.were not compatible with those of IBM despite the growth to dominance of IBM equipment in the market­place. New Apple products were late coming to market and many turned out to be failures. Finally, Jobs became convinced of the need for top-level, professional managerial experience in the Apple organization. In May 1983, he hired John Sculley to be president and CEO of Apple. Jobs remained chairman of the board.

Sculley immediately moved to reorganize Apple. He changed the struc­ture from nine product divisions to three divisions that were not parallel in terms of departmentalization. One division was a functional division, and it was to handle all marketing and sales. Another division was a product division in charge of the entire Apple II product line. The third division was a product division headed by Jobs and charged with developing, producing, and marketing the Macintosh line of computer products.

The two product divisions soon began to compete internally for re­sources: time, money, and talent. The Apple II was a cash cow that gen­erated funds for the corporation, and the Macintosh was a cash drain that soaked up those funds. Because Jobs headed the Macintosh unit, it became the elite place in the organization to work. The Macintosh division fell behind schedule and sales goals. In 1984, the Apple division accounted for nearly $1 billion in revenues compared to around $500 million for the Macintosh division

Members of the board began to pressure Sculley to obtain better perfor­mance from the Macintosh division. Board members began to talk of putting someone else in charge of the Macintosh division in order to turn it around. A battle erupted between Jobs and Sculley. Sculley won; Jobs was out. Late in 1985, Sculley advanced to chairman to replace Jobs. A unit was created to handle product development; six factories were closed and 1,200 employees were laid off; and a new head for Macintosh was named. Since that time, there have been numerous small reorganization activities going on with Apple, especially in sales and marketing.

The 1985 reorganization paid off. Sales, which had leveled off at around $2 billion in 1985, nearly doubled after the reorganization, reaching almost $4 billion by the end of 1988. Net income went from about $50 million in 1985 to just under S400 million in 1988. The company was doing so well that Sculley took advantage of a corporate perk by taking a six-week sabbatical and three weeks of vacation to rest, recuperate, and revitalize himself in mid-1988.

Just as Sculley returned, Apple announced the completion and imple­mentation of major reorganization plans that had been under way for over a year. In that reorganization, Sculley remained as chairman of the board and CEO, and the duties associated with the presidency were divided among four other executives. Thus, Apple, which had gone from nine divisions to three, became a four-division structure.

A new division combined Apple sales and educational marketing efforts to the Pacific region. This division accounted for about 40 percent of sales revenues in 1988. The Apple Europe division was created to focus on European sales and marketing. The third new division, Apple Products, combines new-product development, manufacturing, and marketing. The fourth new division, Apple USA, deals with internal information systems and technology operations, including U.S. sales and business marketing, service, and support.

Exercise 2. Translate into English.

Матричная структура представляет собой современный эффективный тип организации структуры управления, построенный на принципе двойного подчинения исполнителей. С одной стороны это подчинение руководителю функциональной службы, которая представляет персонал и техническую помощь. С другой стороны – руководителю проекта, который наделен необходимыми полномочиями для осуществления процесса управления в соответствии с запланированными сроками, ресурсами и качеством.

Руководитель проекта взаимодействует с двумя группами подчиненных: с постоянными членами проектной группы и с другими работниками функциональных отделов, которые подчиняются ему временно и по ограниченному кругу вопросов.

Потребность в применении дивизиональной структуры возникла с резким увеличением размеров предприятий, диверсификацией их деятельности и усложнением технологических процессов. Ключевыми фигурами в управлении организации с данной структурой становится не руководители функциональных подразделений, а менеджеры, возглавляющие производственные подразделения.

Структуризация организации по отделениям производится, как правило, по одному из критериев: по выпускаемой продукции, по ориентации на потребителя, по обслуживаемым регионам. Руководители вторичных функциональных подразделений отчитываются перед управляющим производственного подразделения. Помощники руководителя производственного отделения контролируют деятельность функциональных служб по всем заводам отделения, координируя их деятельность.

Линейно-функциональная структура обеспечивает такое разделение управленческого труда, при котором линейные звенья управления призваны командовать, а функциональные – консультировать, помогать в разработке конкретных вопросов и подготовке соответствующих решений, программ, планов. Руководители функциональных подразделений (по маркетингу, финансам, НИОКР, персоналу) влияют на производственные подразделения формально. Они не имеют права самостоятельно отдавать им распоряжения. Роль функциональных служб зависит от масштабов хозяйственной деятельности и структуры управления фирмы в целом. Функциональные службы осуществляют всю техническую подготовку производства. Они подготавливают варианты решений вопросов, связанных с руководством процесса производства.

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