Singapore Exchange and the Australian Securities Exchange Assignment

Singapore Exchange and the Australian Securities Exchange - Assignment Example The above proposal of SGX– based on an offer of $8.2 billion – has been considered as an important initiative for strengthening the financial performance of both markets involved (Jakarta Globe 2010); moreover, the local economies will be benefited – both in the short and the long term. The key advantage of the new group – the one resulting from the merge of the above two exchange markets – will be related to the following fact: Australia has significant and adequate resources while Singapore is well known as a powerful marketplace and it is also directly linked with the Chinese market (Jakarta Globe 2010). It should be noted that the decision of leaders in Singapore’s SGX to propose a merger between their organization and the ASX has caused severe turbulence in the Asian market. The new group,  as resulted from the above merger, will be quite powerful. For Australia, the specific merger is related to a series of benefits. At a first level, the resulted group will have a capitalization of about $12.3 billion, i.e. it will be fifth in the list of the most powerful exchange groups worldwide (Jakarta Globe 2010). Of course, it would be quite important that Australia would keep its control on its market (D. Horsfield in Wen et al. 2010). It seems that such risk is not involved in the particular project; in fact, in the relevant proposal it is made clear that the two markets will remain independent – as separate legal entities – and will be regulated in accordance with the local laws (Laible 2010); in March 2011 the above proposal was changed incorporating the rule that each of the exchange markets will be equally represented in the board of the new organization (Lee 2011).  In terms of its benefits, the particular merger would lead to the establishment of ‘a single multi-asset platform lowering trading costs and increasing technical efficiencies’ (Laible 2011); the above fact would result to t he increase of the number of investors.

Has Organisational Culture now replaced organisational Structure as Essay

Has Organisational Culture now replaced organisational Structure as the dominant method of management control in the organisation. reflect these controls with - Essay Example Taylor and Herbert Simon are all Americans. To enable the readers to fully understand the research question, the researcher will first define organizational structure as well as the organizational culture before comparing the difference between the two management control methods. Through the process of conducting a literature review, the researcher will identify the evolution of organizational structure and organizational culture. Prior to concluding as to whether or not organisational culture has totally replaced the importance of organisational structure as a more dominant method of management control within an organisation as well as whether or not it would be a good idea to consider whether these sorts of generalizations can be applied in a global manner or whether they tend to reflect the dominance of the US experience in management theory, the researcher will seek to examine the degree of detachment from the use of the formal rules and regulations within the UK government organization. Organizational structure is the structural pattern that is created within the organization based on the importance of each employee’s role. (Mabey, Salaman, & Storey, 2001; Mullins, 1993) The main purpose of the structure is to organize the allocation of work and responsibilities so as to hasten the accomplishment of the organizational goals. With the presence of an organizational structure, it is easier for the leaders to develop a strategic plan and control the internal activities within the organization. (Mabey, Salaman, & Storey, 2001) In line with the organizational structure is the classical bureaucracies which is normally based on a set of principles of hierarchy, authority as well as organizational control. (Weber, 1981 [1945]) These bureaucracies are structured into different compartmentalised hierarchial layers to determine the significance of the employees authoritative power