An investigation of either STRUCTURAL or TECHNOLOGICAL control and Essay

An investigation of either STRUCTURAL or TECHNOLOGICAL control and reactions to it in an organisation - Essay Example $170.9 billion and the net income was US $48.9 billion. Such financial returns could be achieved by the organization only with the help of an organized managerial structure. The human capital of the company is highly efficient and the latter constantly undertakes strategic business initiatives to enhance the skills of its workers. This paper will investigate ways through which the company manages its workforce and also, will discuss the impact of such management on the organization. In the contemporary world, the scope and scale of operations for nearly all organizations in the industry have turned out to be highly complex in nature. Since globalization, the prevalence of giant firms across different marketplaces has significantly increased (Stoica, 2010). It has been commented by analysts in the market that such high degree of internalization in business is feasible by firms, only with the assistance of a good managerial structure and technological development. This paper will concentrate on the managerial structure of the organization, Apple Inc., which is a giant multinational organization based in California. It engages in designing, developing and retailing of electronics, personal computers and computer software. Since its inception in 1976, the organization could achieve such high brand value among all its business stakeholders, only through efficient managerial expertise (Apple, 2013). Giant multinational companies possess a vast organizational structure for operating all its business branches across various nations. Figure 1 in the Appendix explains the general form of organizational structure that exists in every multinational company. However, there are five main types of structure: However, ethical issues in research were given high value by the researcher. All the personal information and data collected from each of the employees were, thus, highly confined and were not disclosed in public (Mukherji and Albon, 2009). The research