论文代写：大型公司的内部规划
部门化——这是划分和分配各个方面工作的常见方法，例如制造、营销、地理等等。必和必拓的部门包括制造、运营、人力资源、营销、分销、销售、服务和投资者关系等。指挥链——指从层级链的顶端延伸到公司终端人员的权限线(Mason, 2015)。这是一家总部设在墨尔本的双管齐下的公司。只有一个管理团队负责监督公司的所有运营(必和必拓，2016)。控制范围是指管理者能够管理并确保组织中保持生产力的下属人数。他们最近开始了一项简单的政策，并在公司中创建更小的功能团队(必和必拓，2016)。集中化/分散化是指将中央控制链与下级员工的决策自由裁量权的比例。与公司的功率距离指数相似。他们根据公司的集团职能做出决策。通过分析可以发现，作为大型组织，该公司有着很强的集中化过程。
这使得必和必拓本质上是一个集中的组织，在实施过程中遵循了许多有机结构(必和必拓，2016)。正规化是组织中工作被制定或标准化的程度。这家公司有很高的正规化水平。这一进程也有高度的责任。必和必拓(BHP Billiton)目前专注于创建一种更灵活的新运营模式。这是为了应对新的动态市场中的挑战和机遇。目前有考虑他们是一个更机械的组织，并希望转向成为一个更有机的结构。他们希望在所有运营的地理位置都有更小的功能团队。这家公司的首席执行官是安德鲁·麦肯兹。董事会主席是Jacquez Nasser，有一组董事控制并为公司的运营树立了先例(必和必拓，2016)。
论文代写：大型公司的内部规划
Departmentalization – It is common way of demarcating and allocating works for each aspect such as manufacturing, marketing, geography to name a few. The departments in BHP are manufacturing, operational, human resources, marketing, distribution, sales, services, and investor relations to name a few.Chain of command – Refers to the line of authority that extends from the top of the hierarchal chain to the end personnel of the company (Mason, 2015). It is a dually managed company which is headquartered in Melbourne. There is a single management team that oversees all the operation of the company (BHP Billiton, 2016). Span of control refers to the number of subordinates in which a manager can manage and ensure that productivity is maintained in the organization. They have recently embarked on a policy of simplicity and creation of smaller functional teams in the company (BHP Billiton, 2016).Centralization/Decentralization refers to the ratio which divides the central chain of control to the decision discretion to the lower-level employees. It is similar to the power-distance index of the company. They make decisions based on the group functions of the company. On analysis it can be found that being large organizations there is a strong centralization process that has been found for this company.
This makes BHP essentially a centralized organization with a number of organic structures followed during the implementation process (BHP Billiton, 2016). Formalization is the degree to which jobs in the organization are formulated or standardized. There is high level of formalization in this company. There is also high level of accountability of the process. BHP Billiton has been currently focussed on creating a new operational model that is more agile. This is to address the challenges and opportunities in the newer dynamic marketplace. There are currently considering them to be a more mechanistic organization and want to shift towards becoming a more organic structure. They want to have smaller functional teams in all of the geographic locations where they operate. CEO of the company is Andrew Mackenzie. The chairman of the board is Jacquez Nasser and there is a group of directors who control and set the precedent for the operations for the company (BHP Billiton, 2016).