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MGT 330 Week 4 Assignment Organization Paper




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Organization 1
The Organizing Function of Management
Test Laboratory, Sikorsky Aircraft
MGT 330

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Organization 2
Sikorsky Aircraft is an aerospace company founded in 1925 by Kiev born engineer and
American immigrant, Igor Sikorsky. Today, Sikorsky Aircraft produces several models of rotary
aircraft that fill commercial and military roles both stateside and globally. Additionally, the
United States Presidential Transport Program contract currently belongs to Sikorsky Aircraft. Mr.
Igor Sikorsky founded a company that is now one of the leaders in helicopter design and
development. Sikorsky aircraft now owns several subsidiaries, including but not limited to
Helicopter Support Inc which handles after market support, and Schweizer Aircraft Corporation
which produces small helicopters, light planes, gliders, and U.A.V.s.
Speaking in terms of vertical structure, Sikorsky Aircraft is a robust organization that is
composed of several integrated departments and sub departments, which lead up through several
layers of delegation. At the top of the hierarchy is of course, a CEO, a board of directors, and
shareholders. Horizontally, Sikorsky Aircraft is somewhat of a "hybrid" organization in that it is
divisional, yet not every department has its own marketing sub division, for example. Sikorsky
Aircraft is composed of several departments because there are many facets that make up the
helicopter production business. Take for example, the internal paint shop. This area, in some
ways, operates as its own entity. The paint shop has its own chain of management, its own
schedule, its own costs metrics. The paint shop handles painting aircraft from several different
programs within Sikorsky Aircraft, of which also operate as separate entities with their own
operations, engineering teams etc. Sales, marketing, and human resources are central
departments, so for example, the "S-76 Commercial Aircraft program" does not have its own
separate sales department.
The Test Laboratory located within Sikorsky Aircraft is a unique organization. The Test
Lab facilitates critical flight safety, stress, and electrical testing on all current flight programs as

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Organization 3
well as developmental programs. For example, techs and engineers perform stress tests on
aircraft components using hydraulic fixtures. These tests are conducted to determine the
estimated amount of wear and tear the specific aircraft components can handle before critical
failure occurs. Additionally, the labs utilize on and off site storage for test fixtures, test
equipment kits, and tooling. At the highest level, the Test Lab would appear as a functional
organization, with a general manager that answers to upper management, and some lower level
managers with differing responsibilities below him.
Physical assets are the core of the Test Lab's functionality. In turn, most of the lab's
processes would be impossible to complete without such assets. Some of the material, and all of
the test subjects that end up passing through or being stored within the Test Labs are government
owned, or are under the jurisdiction of another department. However, the test lab owns a large
amount of equipment, or physical assets, that are used to facilitate tests, take measurements, and
compile data. The importance of these assets is well recognized within the organization,
therefore the responsibility of managing these assets is delegated to a specific manager, and
subsequently to a team of associates. This team works to inventory, store, request, and track the
Test Lab's physical assets using electronic and "hands on" techniques. This operation is very
much decentralized in that the associates actively make decisions on their own, while the
manager issues status updates via e-mail and team meetings. In this particular case, the manager
delegates by setting goals and providing resources, but because the operation is quite tasking, he
must rely on his subordinates to make decisions on his behalf. This is an effective means of
managing the department's physical assets. This is a fine example of how delegation travels
downward through an organizational structure, yet inevitably it is up to a team of associates to
ensure success.

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