Organisational Structure, Boundaries and Space

 4
Topic:                               Organisational Structure, Boundaries and Space 
Paper Type:                          Essay
Word Count:                          1635
Pages:                                        6
Referencing Style:                   Harvard
Education Level:                     College
Description:                        Apple company is analysed by using structure, space and boundaries spatial elements and it is                                                       discussed how the Apple company is structured and manage its productivity.





Organisational Structure, Boundaries and Space
[Name of Student]
[Name of Institution]
[Course]














Fig 1: Organisation as Divided
 







Fig 2: Organisation as Controlled
 









Fig 3: Organisation as Imposed and Hierarchical
 







Fig 4: Organisation as Personalised
 






Fig 5: Organisation as Productive
 
Fig 6: Organisation as Socialised
 
Fig 7: organisation as Symbolic
 





Introduction
The delimitation of organisational space is a central aspect of this phenomenon and implies the formation of an internal space in opposition to a space external to the circumscribed by the organisation. The processes of knowledge that produce these differentiated spatiality (San Emeterio, 2011) establish constraints and possibilities of operation and internal articulation for the subjects that integrate them.  In order to understand the organisation space properly, Chanalat (2006) suggests some elements, i.e., divided, controlled, symbolic, social, productive and as an imposed and hierarchical space. In the course of this discussion, Apple company is analysed by using these spatial elements and it is discussed how the Apple company is structured and manage its productivity. 
Organisation as Divided
In relation to the system of standardisation of organisational structures and processes, the management system is in charge of carrying it out and providing it with stability. Through this operation the management system generates spatiality that transcends the delimited organisation as discrete. In contemporary organisational studies, the notion of boundary does not imply as impermeability to the environment (Clegg&Kornberger, 2006). At this point we would not find it difficult to reconcile our concepts with systemic or cybernetic approaches. From this paradigm the limit is conceived as a "logical space" that regulates the operations between an inside and an outside, as it happens in the model of a cellular membrane. This limit would then allow an internal recursive operation that does not participate or that is isolated in some sense of the surrounding environment in the self-reference of its processes.
The structure of Apple Inc. should be taken into account when making the study of the distribution of space, working relationships between the component units, systems of information and processes of established communication. The nature, volume, frequency and mode of development of the functions assigned to each of the units in order to maintain a logical operational sequence (O’ Regan, 2015). To obtain an effective disposition of the facilities and to make rational use of the resources of an organisation we must have administrative improvement units, operational support areas, external consultants and an integrated working group for that purpose.
Apple is now 35, a mature company by Silicon Valley standards, and there is already an adult atmosphere at headquarters. Apple Inc. is divided into different departments and small segments. That adequate supervision of the work and comfort in its realisation be allowed, as well as possible changes that may arise in the organic or functional structure should be taken into account, in order to distribute the space in such a way as to allow modifications without many changes (O’ Regan, 2015). Complications and above all locate the areas of customer service in accessible places.
 In other words, the structure of Apple Inc. is a strong matrix structure where the project manager is the one who controls most of the aspects of the project constantly, presenting an interaction between the project manager and the functional manager, which observes the existence of relationship between a project manager and managers of functional areas. The working responsibility is shared between the managers of each functional area and assignments of tasks and / or activities to fulfill each of the phases of the project (planning, design, product development, product distribution and operations management) (Heracleous, 2013). The administration is managed for each of the tasks and / or activities assigned with their own deliverables and supplies supplied.
Apple Inc. formation of organisational boundaries involves a complex process, which includes the most obvious aspects, such as the tangible assets of the organisation. Actually, in A