論文代寫：什麼是組織
組織是公司經理制定可行行動計劃的活動。這包括資源的分配、人員的僱傭、工作的委派以及給每個員工分配目標(Weihrich, Koontz， & Cannice, 2013)。管理者有責任確保員工在經營過程中能夠處理好潛在的障礙和障礙。本田是一家全球性的公司，它決定與各個領域的當地社區建立聯繫。公司製定了一個產品設計和運營計劃，以適應各個社區。產品開發在實際的組織計劃中得到了重視。更重要的是員工，而不是過程的自動化(Mito 2013)。這是為了確保在不同地點的當地社區感覺與公司和它的意識形態有聯繫。與這種意識形態相一致的是，該公司在各個領域的不同國家擁有各自的運營體系。每個國家都任命了一位總裁或首席執行官。有兩個團隊負責行政銷售業務和產品開發。在公司的業務運作中，處理行政任務，財務管理，供應商開發，零售開發。對於產品開發，有一個單獨的工程師團隊來設計產品設計。
公司設有個性化的原材料製造部門、產品裝配部門、質量控制部門、物流管理部門、變更管理部門和服務管理團隊。每個部門都有一位副總裁，負責監督總經理的工作。總經理反過來管理高級經理的活動。高級經理檢查經理的職能。經理監督公司各技術團隊的實際操作。為了確保運營的順利進行，公司確保在各自的地理位置設置獨立的工程師和資源。為了保證供應鏈的順利運作和不斷創新的發展，公司的管理者為員工分配了具體的工作要求。為營造創新和創造的環境，公司聘請了多名工程師(Mito 2013)。分散的方法和更多的自主權給了單獨的工程師創造設計。公司為確保變更管理過程中創造了轉換專員的崗位。這些人參與了執行規劃政策的新變化的過程。工作人員被要求單獨完成任務。經理們還制定了專門的培訓計劃，以確保員工對業務有適當的工作知識。

論文代寫：什麼是組織

Organizing is the activity where the managers of a company develop a workable action plan. This involves allocation of resources, hiring personnel, delegation of work and assigning objectives to the individual employees (Weihrich, Koontz, & Cannice, 2013). Managers have a duty of ensuring that the personnel are able to handle the potential barriers and hurdles while involving in the business operations. Honda is a global company that had decided to connect with the local communities across the spectrum. Company had devised a plan of product design and operations to suit the individual communities. Product development was given importance in the actual organization plan. More importance was given to employees rather than automation of the process (Mito 2013). This was to ensure that the local communities in the various locations feel connected to the company and its ideology. In concurrence with this ideology the company had individual systems of operations in different countries across the spectrum. In each country there was a President or CEO appointed. There were two teams for administrative sales operations and product development. Administrative tasks, financial management, vendor development, retailing development were handled in the business operations of the company. For the product development there was a separate team of engineers to devise the product design.
There were individualized departments for the manufacturing of raw materials, assembly of the products, quality control, logistics management, change management and service management teams. Each of these departments has a vice president who oversees the operations of the general managers. General Managers in turn administer activities of the senior managers. Senior managers check the functions of the managers. Managers oversee the actual operations undertaken by the respective technical teams of the company. To ensure smooth functioning of the operations, company ensured that separate engineers, resources were set up in the geographical locations where they operate. To warrant smooth supply chain operations and development of continuous innovation, managers of the company allocated specific job requirements to the personnel. To foster an environment of innovation and creativity, a number of engineers were hired in the company (Mito 2013). Decentralized approach and more autonomy were given to the individual engineers to create designs. The company to ensure change management process created conversion specialist’s positions. These people were involved in the process of implementing new changes in the planning policy. Personnel were given individual requirements to be completed. Managers also created specialized training programs to ensure that personnel had proper working knowledge of the operations.