Saturday, March 2, 2013

Evraz Company




Evraz Company

Evraz Company, founded in order to deal with the trading of metal is characterized by an organizational structure that is vertically integrated and highly sufficient in the production of iron ore and coking coal. The management of the company sought to establish a separate division to deal with railway products so as to ensure that there is continuous improvement of the processes and that intensity is placed on the management of the company’s key products. The railway products division majorly deals with the manufacture and sales of railway applications (Evraz Company, 2012).
The management of the company is characterized as having an eye for detail in regards to the processes and the functionalities of the company. This is the reason why despite the many branches that have been established in regards to the Evraz shops, there is still very close supervision of the processes by the vice president. To ensure that the activities are properly coordinated and efficiency is highly realized has ensured to use the centralized management system. This is so in order to enable easy decision making and proper flow of processes. This is due to the fact that most of the sub divisions have been directed to be managed by the steel division. An example is the Evraz ZSMK and Evraz NTMK shops, including all the companies under Evraz holdings and east metals (Evraz Company, 2012).
The management positions have been highly personalized with Ilya Shirokobrod, vice president of the railways division assuming lead over most of the company’s dictions like the production and sales function, and the management of the railway products in order to supervise both the local and the oversees functions of the company’s business.
In order to expand their operations in the South Australian market, it is important that the management of the company considers the implementation of the global standardization of their goods and services and also, of their operational structure so that they can enjoy economies of scale due to the standardization of their processes (Bartlett and Ghoshal, 1990). However, in their quest to do so, it is important that the company considers the difference in the Australian market in relation to the other markets that they are used to operating in. Through taking into consideration the local sensitivities of the Australian market, then they will be able to comfortably satisfy their Australian customers and increase on their market share. It is also important that the company aligns its structure to suit that of the south Australian market and their environment (Caves, 1984). It is important for the organization to understand that the greatest solution to market penetration in a newly developed market is the ability to have an administrative heritage that was shaped by the culture of the people. In this case therefore, a functional organizational structure would be most appropriate so as o form a locus of power (Chandler, 1962).
Due to the ever changing market and environmental needs, it is important for the company to position itself in transactional model way where it could link the units that required a higher level of specialization as compared to the others, in one network so that the multidimensional aspects of strategic goals can be attained (Egelhoff, 1989) .This way, there will be increased efficiency in terms of responsiveness to the needs of the market (Davis and Lawrence, 1974). This will also allow the company to be able to innovate as per the requirements of the Australian market and even better, create potential markets. Through this model, even though the company will be acting to meet the needs of the local community, its main global objectives will be realized.
In order to ensure that the company effectively expand it processes in the Australian market, it is also necessary that the management considers the adoption of the matrix style of management. This way they can be able to build a balanced portfolio in regards to proper coordination of the key processes (Drucker, 1988). The essence is to ensure that the management is balanced in decision making. This way all the vital issues regarding the heterogeneity of the market and economies of scale will be appropriately addressed.
Finally, it is very important that the management incorporates the key strategic principles of leadership focus and discipline (Levitt, 1983). This way, it is easier to ensure that positive accountability is executed and the company is able to deliver the stated results. It is very essential that the leadership of the Company is strengthened through strategic management skills so that they can in turn empower the employees of the company to better envision the vision of the company and strive to execute them as though they were their own. This way, there would be no need for constant empowerment of the staffs through training and development. Through maintaining the focus o the company in ensuring that sales and revenues are improved and that processes are at the best quality (Sumantra and Nitin, 1993). This way, the guarantee is a bigger market share and a gradual improvement in the profitability of the company.








References
Bartlett, C, A., and Ghoshal, S, (1990) ManagingAcross Borders: The        Trunsnational  Solution, Wutchinson Business books, UK, 1989, pp. 30-32.Business          Week, The       Stateless Corporation
Caves, R, E. (1984), Industrial Organization, Corporate Strategy and Structure, Strategic  Management, Prentice-Hall Inc., Englewood Cliffs, N.J., , pp. 134-170.
Chandler, A, D.(1962). Jr. Strategy and Structure: Chapters in the History of the Industrial Enterprise, Cambridge: MIT Press
Davis, S.M., and Lawrence, P.R (1974).., Matrix Management. Reading,MA: Addison-Wesley.    

 Evraz Company (2012), Evraz company History. Retrieved from:www.evraz.com/about/history

Drucker, I’(1988) The Coming of the New Organisation, HarvardBusiness Review. Vol. 66, No. 1,         
Egelhoff, W, G. (1989)., Strategy and Structure in Multinational Companies: A Revision of the    Stopford and WellsModel, Strategic Management foumal, Vol. 9, No. 1,January   February Financial Times(1990), series of articles on BP in March.
Levitt, T. (1983), The Globalization of Markets, Harvard Business Review, pp. 92-102.
 Sumantra,G and Nitin,N,(1993),, Horses for Courses:Organisational Forms for      Multinational Corporations,Sloan Management Review, Winter  pp. 23-35.