MediaMart (E-MEDIA electronics supermarket chain)

- MediaMart is a company engaged in the field of electronics retail business (such as TV,
Refrigerator, Electrical appliances .....), creating a completely new shopping style with people,
through providing products and services to consumers.
- The No. 1 company in Vietnam in the field of distribution and retail of electrical products,
computers, mobile phones and furniture.
- In the last 3 months of 2019, MediaMart surpassed the 200 supermarkets nationwide.

Organisational structure diagram:

Administrative Council

Board of manager

Business planning Financial accounting Technical Department Department of

department department organization and

Branch in Hanoi Supermarkets Branch in Ho Chi Minh

city

Factory Warehouse

1. Analyze organizational structure:

a. Specialization
- The company has a board of directors of 3 people, a board of directors consisting of a director
and a deputy director. All departments are under the management of the board of directors.
- The departments are specialized, thus maximizing their professional activities.
- Advantages:
 The company has combined specialization and flexible synthesis.
  Thanks to the synthesis, the management has managed the overall operations of the
company.
 The complex tasks of the company become simpler operations in each specialty, they
are relatively independent and assign them to parts of the company.
 Each department is only responsible for its field of activity, goes into specialized
research, thus increasing the quality and efficiency of operations.
 Thanks to specialization, the company has many functional departments with different
specialties. This allows employees to be able to choose the jobs and positions that suit
their competencies.
- Disadvantages:
 The Board of Directors has only 2 people but has to undertake too much workload,
leading to ineffective management, some distracted jobs are not cared for properly.
2. Forming parts:
- The company is organized according to a functional structure, consistent from the top down.
- Advantages:
 Promoting the advantages of professional expertise, each department in the company is
promoting its strength, especially the factory department is promoting its capabilities.
 Simplify the training, departments have new and advanced training plans for their
department staff qualifications. Facilitate the director to closely monitor the operation
of the department.
- Disadvantages:
 The coordination of actions of departments in the company is not tight.
 The specialization is not high, but has limited the development of the general
management staff for the company, the managers, they are only good in their field but
the ability to manage them of the company is still limited. limit. They are only
responsible for their functions and at the same time have limited coordination, blame,
responsibility for implementing the organization's common goals for the highest level of
leadership.
3. Management range - management level
- Advantages:
 The number of levels in the company is quite reasonable. Regarding the scope of
management at the board of directors, there is a lot of work, but it facilitates effective
management, good control, and improvement of operational results. Therefore, the
management of the departments of the board of directors is less difficult, the work is
clear and not overlapped.
- Disadvantages:
 However, due to the wide control of the board of directors, in addition to managing the
company's affairs reported by the departments, the board of directors must manage
two additional branches in Ha Noi and Ho Chi Minh.
 The fact that the board of directors has to do so much will reduce the efficiency and
slow down the work progress. There is a need to immediately overcome this limitation.
4. Relationship of rights and responsibilities
- The organizational structure of the company uses all three types of powers: Online, functional
and advisory.
- Advantages:
 The relationship of online powers between superiors and subordinates extends from the
board of directors to the director, the deputy director to the departments. The company
uses a hierarchical authority model, directly accepting cases and reporting to its
supervisors.
 Functional authority relationship is that the deputy directors receive the function
authorization from the company director to perform tasks such as supporting,
supervising projects, branches of the company.
 The right to consult is used in most parts of the structure but the most prominent is the
advice of the deputy directors and the company director. Help managers make decisions
easily.
- Disadvantages:
 The use of advisory authority needs to be more comprehensive, the Deputy Director
needs to provide solutions for the director to choose because he has too many tasks.
 The use of advisory authority should be encouraged to make it a routine in company life.
 The powers and responsibilities of deputy directors are rather vague, they only have
authority in their field of activity, while power is concentrated in the director. Therefore,
it is necessary to give more power to the deputy director so that the director can share
his work and the deputy director can also promote his capabilities.
5. Centralized and decentralized.
- In the company, the concentration of the structure is quite clear. Power is concentrated in the
board of directors and most concentrated in the company director.
- Advantages:
 Creating a consistent line of operating policies of the company, superiors can easily
control subordinate activities, which can mobilize resources to easily carry out tasks.
- Disadvantages:
 Because of the centralized power that leads to less importance and activeness, the
creativity of managers is lower. Sometimes the board of directors is busy with stressful
business decisions that reduce the time it takes for a company's strategic activities.
6. Combination
- The coordination between departments and company divisions is still limited. Due to the tight
control of the board of directors, the coordination has made many strides. However, it is still
very weak.
- The maneuvering to coordinate is quite easy but not highly effective. It is an overlap of tasks,
inconsistency of tasks, the exchange of information is still inefficient.
- The construction of horizontal and vertical information channels is essential. It will make it
easier for information to flow between departments and the board of directors to check,
supervise, and promote coordination mechanisms.
- The company's culture is not really the rope that ties the members together.
7. General assessment
- Through the research and analysis of MediaMart, we see the company organized according to
the functional structure model. This is consistent with the size, characteristics and operations of
the business. The current structure of the company basically ensures the working departments
meet specialization, the work is carried out faster. The division of duties, powers and functions
 has been made clear, facilitating the best performance of the tasks, ensuring high efficiency for
the company's operations.
- Need to overcome some disadvantages such as: the task of the board of directors is too heavy,
leading to the work overload, the sales department, and in charge of market research, business
planning, and more tasks. exporting goods, ... people have to work overtime to get things done,
including directors.
- Therefore, improving the organizational structure of the company is an important and urgent
issue affecting the business situation of the company.
8. Some directions to improve the organizational structure of the company.
- Define a specific, clear function and duties of each officer and employee in the management
apparatus to take full advantage of personal capacity, and at the same time reduce less
productive employees, limited qualifications .
- Building a compact and flexible governance structure still ensures efficiency in the overall work
of the company.
- The evaluation aims to establish a new management model, suitable to the characteristics of the
company as well as the long term.
- Establishing the management apparatus with a harmonious, balanced and reasonable
combination of departments, assigning the rights, responsibilities and responsibilities that are
commensurate, correct and fair with the contribution of each person.
- There is a mechanism to create motivation for employees and the management team. That is
why encouraging them to actively contribute and work.