Hand Towel with Clean Care Solutions to Consumers Innovation Structure
Internal Organization Structure for Kimberly Clarke
Currently, Kimberly Clarke company uses a traditional organization structure, which is often the standard hierarchical method of managing a huge group. The structure separates the top-level decision makers, who constitute the board of directors, the CEO, and the directors and officers with the other middle-level managers. Ideally, in such a structure, managers have the authority to effect changes from the top level (Desai, 2013). In terms of Innovation, the structure encourages minimal innovation among staff and managers since they must overcome the obstacle of being granted authority to execute anything at the executive level. In a way, the traditional organizational structure limits innovation as staff must collaborate with management and report their performance back to the executive level for approval.
Recommended Internal Organizational Structure
Ideally, after a close assessment, the most feasible and viable internal organizational structure for Kimberly Clarke is the center of excellence organizational structure. Essentially, the hierarchical ladder of the center of excellence structure is often divided into three main levels including the board of directors, management, and process teams (Sarlak, 2010). The governing body of the organization, which constitutes the CEO and the firm managers from various departments are in charge of core business processes, and their task is to supervise the execution of critical business processes. The second level of management comprises of functional and process managers, who are in charge of the center of excellence and staff unit. The group ensures that process execution is enhanced and promotes essential support for the major business activities. The third level contains the process teams, who form the building block of the processes in an organization. In this level, a considerable number of individuals who represent a group of work roles work together to innovate and implement a process. Within the operations of Kimberly Clarke, innovation takes center place meaning the company must continually innovate to solve problems and remain on top of their competitors. Ultimately, this organizational structure is ideal for Kimberly Clarke because it encourages staff employee to innovate to come up with solutions to the problems within the organization. The structure is also recommended for the organization because it allows process teams the flexibility necessary to innovate, with the freedom to negotiate with managers at higher levels who dominate business process decisions.
Desai, J. (2013). Innovation engine: Driving execution for breakthrough results. Hoboken, New Jersey : John Wiley & Sons, Inc.
Sarlak, M. A. (2010). The new faces of organizations in the 21st century: Management and business reference book. Toronto: NAISIT Publishers.
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