RIK

FPT
ORGANIZATIONAL
STRUCTURE
MEET MY TEAM
NGUYEN LE MINH CHAU
1911547958
LE THI KIM NGAN
1911547961
TRAN TRONG TAN
1811546160
DUONG QUANG MANH
1911548771
TRAN QUOC MINH AN
1911549717
 RIK

TABLE OF
CONTENT
 RIK

INTRODUCTION

LEADERS

GROUPS
 RIK

PARTNERS AND CUSTOMERS

FPT INFORMATION SYSTEM

ORGANIZATIONAL STRUCTURE

STRATEGIC DEVELOPMENT
ORIENTATIONS
 INTRODUCTION
FPT is a pioneer in digital
transformation and a
leader in consulting,
providing and deploying
technology and
telecommunications
services and solutions

FPT’S INTRODUCTIONS
#Question
LEADERS
 LEADERS

HELLO !!
MR. TRUONG GIA BINH
Chairman of the BOD

BOARD OF DIRECTORS (BOD)

LEADERS

HELLO !!
MR. NGUYEN
Head Of Supervisory Board
VIET THANG

SUPERVISORY BOARD
 LEADERS

HELLO !!
MR. NGUYEN
CEO of FPT Corporation
VAN KHOA

BOARD OF MANAGEMENT
Investment
Online

GROUPS
PARTNERS AND CUSTOMERS
FRIENDS AND THE COOPERATIONS

Ignore Reply

MR STEPHEN FOLEY (RHEEM AUSTRALIA)

Chief Information Officer
 MR. MASAHIRO HAYASHI ()
Former President and Chief Executive Officer

Mr. Mitsuo Ota Mr. K. FUKUSHIMA Mr. T. SUGIYAMA

General Director, Denso Manufacturing President and Representative Director, Toppan President & Representative Director, A-
Vietnam Co.,LTD Forms Operation Co., Ltd. Too Co., Ltd.
 RIK

ORGANIZATION ARCHITECTURE

VERTICAL DIFFERENTIATION

The location of decisionmaking responsibilities within a

structure:
• Centralization: The concentration of decision-making
authority at a high level in a management hierarchy
FPT INFORMATION SYSTEM • Decentralization: Vesting decision-making authority in
ORGANIZATIONAL STRUCTURE lower-level managers or other employees.
 RIK

ORGANIZATION ARCHITECTURE Or
• Tall hierarchies: Organizations with many layers of
management and narrow spans of control.
VERTICAL DIFFERENTIATION
• Flat hierarchies: Organizations with few layers of
management and wide spans of control.

The location of decisionmaking responsibilities within a

structure:
• Centralization: The concentration of decision-making Span of control: The number of direct
authority at a high level in a management hierarchy reports a manager has.
• Decentralization: Vesting decision-making authority in
lower-level managers or other employees.
 RIK

ORGANIZATION ARCHITECTURE

HORIZONTAL DIFFERENTIATION

The formal division of the organization into subunits

• Functional structure: A structure that follows the obvious division of labor within the firm, with different functions
focusing on different tasks.
• Multidivisional structure: A structure in which a firm is divided into different divisions, each of which is responsible for a
distinct business area.
• Geographic structure : A structure in which a firm is divided into different units on the basis of geography.
• Matrix structure: An organization with two overlapping hierarchies.
 RIK

ORGANIZATION ARCHITECTURE

Means of coordinating subunits of a company.

• Formal integrating mechanisms: used to coordinate subunits vary in complexity from simple direct
contact and liaison roles, to teams, to a matrix structure.
• Informal integrating mechanism: is used for firms with a high need for integration.
• Knowledge: network A network for transmitting information within an organization based on
informal contacts between managers within an enterprise and on distributed information.

INTEGRATING MECHANISMS
RIK
 RIK

ANALYSIS

• The organizational chart is horizontal diferentiation, and have a structural model by

function called “Function Organization”.
• This is a type of organizational structure where each management function is
separated by departments and agencies. The feature of this structure is that
functional staffs need to be professionally proficient and knowledgeable in their
areas of management.
 RIK

ADVANTAGES
- Give all employees in the department clear instructions.
- The responsibilities of all workers and departments are fixed. This allows for more accurate
accountability for their work.
- Each manager will be an expert in his or her field. Because they have to perform a limited number of
functions. For that reason, full specialization will become an important part of the functional structure.
It helps to improve the quality of the product.
- Since the required work is tangible and definite, the organization has applied the principle of labor
specialization at all levels of management. This led to standardization and mass production.
- Planning and monitoring become more efficient with this model.
 RIK

DISADVANTAGES
- Since there is no direct worker control, coordination is very difficult to achieve.
- The ability to make instant decisions is poor because of the hierarchy.
- Create barriers between functions. It limits the communication and exchange of the
departments, and also hinders if any cooperation is needed.
- Due to the division of supervision, the implementation will not be possible immediately.
- With this model, there will be many equal managers in the same department. Therefore,
leadership conflicts are indispensable.
- Professionals will have less chance to receive comprehensive training. Therefore, it is difficult
to get promoted, gradually they will ignore the goals set by the organization.
 RIK

STRATEGIC DEVELOPMENT
ORIENTATIONS
• FPT continues to pursue long-term goal of
becoming a digital enterprise and stand in the top
50 global leading end-to-end DX solutions and
services providers by 2030.
• In the period of 2021-2023, FPT desires to become
a trusted partner of businesses, committing itself to
bringing excellent digital experiences for
management and operation based on near real-time
data platforms. In order to achieve that objective,
FPT has designed an action plan that incorporates
a balanced and holistic framework encompassing
the three dimensions of: Business, Technology and
People.
 RIK

THIS IS THE END OF MY

PRESENTATION

THANKS FOR WATCHING

GOODBYE END