Teamwork is highly valued at Spectrum, and a matrix structure would exploit this advantage in a flexible and effective manner. A matrix structure also reduces costs, because it allows top talent to be shared between divisions: "because key people can be shared, the project cost is minimized" (Matrix organization, 2010, VisitAsk). The disadvantage to a matrix structure is the diffusion of responsibility. Shared authority and responsibility can reduce accountability

The Boston Matrix 1. Cash Cow: DVDs and DVD recorders are excellent sources of profit and revenues for Sony, as they have been for the last couple of years. Additionally, the electronics and game consoles, especially Playstation 2, even if encountering losses in 2004, may also be included in this category, as having a still consistent market share. 2. Dog: The classic CRT TVs and games software have encountered significant losses and

Centralization Structure of the Model and its Operationalization The Model In the wake of a highly volatile economy, organizations must find ways to improve their bottom lines and profitability through new and innovative means. Many businesses realize that one of the most important assets that they possess is intellectual capital in the form of intellectual assets and human capital. As businesses struggle to revitalize their assets and assess their value, they are

Taken together, all these factors influenced by the stage a product is in relative to the industry lifecycle; influence the business model's profitability. Overall this factor influencing a business modes' profitability is the stage in the product lifecycle a product is relative to the industry. Another significant series of factors are the extent of the supply chain integration, supply chain management and supply chain planning the company has engaged in.

Nutri System Order A Model of Organizational Performance and Change G.H. Litwin and other experts came together in 1968 that was later refined by W.W. Burke and his colleagues almost 20 years later to look at a model that Litwin and his colleagues originally created a model of a group effort that is indicated by arrows which organizational functions encourage more openly while other functions and make a difference in being transformed

Employees are encouraged to fulfill their needs; the company sees this is a way to help the organization respond more rapidly to change. Many of these variables work together. For example, the commitment that Harley has to the needs and goals of its employees has helped to foster a work climate where employees are motivated by higher order needs. This also ties into the organizational culture, which is based around