Because the structure is based on the project organization, task clarity, clarity of purpose, the various aspects of expertise who are prepared. So in the new working group, communication, fusion, to their work with the whole working together, to overcome the difficulties, problems and suggestions, because from the aspects of deployed personnel have a sense of trust, sense of honor, so they increase the sense of responsibility, to stimulate the work enthusiasm, promote the the project implementation.
It has also strengthened cooperation between different departments and information exchange, overcomes the linear functional structure in various departments disjointed phenomenon.
3.3 The impacts of technology, size and task on Organization structure in Yum
The contingency approach proposes that businesslike organization must conform its structure in a sense that is compatible to the type of surroundings in which it operates as well as the technology it uses and any other context related element such as business circumstances.
Task: The structure that an organization selects to achieve its objectives is based on strategy. Yum providing a clear direction and strategies is build leading brands across China in every significant category.Then Yum established China's business division. Size: While the size of an organization significantly influences its structure, the relationship is non-linear. Yum Brands predecessor was Tricorn Global Restaurant, was the United States Pepsi group company of a sales department, on October 7, 1997 from Pepsi Co separation, become an independent public company.When the company expand team size, the group's operating profit margins by three years ago 11% increase to 16%, and in the whole year of 1998 and the first half of 1999, all three brand chain sales are increasing, the group appeared thriving new scene.
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