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。
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.