Intel Organizational Structure Essays

Intel Corporation’s organizational structure is based on the nature of the technology business. For instance, the conditions of the market for microprocessors and related technologies impose challenges that the company can address through its current organizational structure. A firm’s organizational or corporate structure is the composition or arrangement of components necessary to keep a system of effective and efficient operations. In Intel’s case, the organizational structure is strongly based on product types. As a leading player in the semiconductor industry, Intel uses the characteristics of its organizational structure to ensure success in developing and marketing its various technological products to target customers around the world.

Product types define Intel’s organizational structure. This corporate structure is partly responsible for the successful introduction of many Intel products through the years.

Intel’s Organizational Structure & Its Characteristics

Intel Corporation has a strong product-type divisional organizational structure. The company’s processors and related products are classified according to their functions and markets. The corporate structure takes this classification into consideration. The following are the main characteristics of Intel’s organizational structure:

  1. Product-Type Divisions (main feature)
  2. Functional Groups
  3. Geographical Divisions

Product-Type Divisions. Product-type divisions are the strongest of the features defining the organizational structure of Intel. These divisions are based on the types of products that the company offers. For example, the Data Center Group is a division for products for energy-efficient servers, networks and storage. Each of these corporate structural divisions is treated as a business segment that has its own set of strategies for marketing and business growth, although they all follow Intel’s generic strategy and intensive growth strategies. The following are the product-type divisions in Intel’s organizational structure:

  1. Client Computing Group
  2. Data Center Group
  3. Internet of Things Group
  4. Software and Services Group
  5. Others (New Devices, Non-Volatile Memory Solutions)

Functional Groups. Function-based groups are the second most significant characteristic of Intel’s organizational structure. These groups are based on administrative activities and managerial needs. For example, Intel’s CEO’s office and its staff are a functional group. Considering the emphasis on product types in the company’s corporate structure, many of these functional groups also correspond to certain product types, for the purpose of effective administration and management. Intel’s organizational structure has the following functional groups:

  1. Chief Administration/CEO
  2. Technology and Manufacturing
  3. Intel Capital
  4. Data Center
  5. Non-volatile Memory Solutions
  6. Human Resources
  7. Automated Driving
  8. Communications and Devices
  9. Platform Engineering
  10. Software and Services
  11. Sales and Marketing
  12. Internet of Things
  13. Intel Labs
  14. Programmable Solutions
  15. Client and Internet of Things Businesses and Systems Architecture
  16. Legal
  17. Client Computing
  18. Manufacturing, Operations and Sales
  19. Finance
  20. Information Systems/CIO
  21. New Technology
  22. Intel Security

Geographical Divisions. Intel Corporation has geographical divisions as a minor characteristic of its organizational structure. These structural divisions are mainly used for financial reporting and other minor managerial tasks. For example, the company assigns a geographical division for the U.S. market, considering this market’s significance in the semiconductor and microprocessor business. Intel has the following geographical divisions:

  1. U.S.
  2. Non-U.S.

Advantages & Disadvantages of Intel Corporation’s Organizational Structure

An advantage of Intel’s organizational structure is its enabling effect on product development efforts. For example, through the Client Computing Group, the company develops cutting-edge processors for notebooks and desktops. Intel’s organizational structure also has the advantage of strong corporate managerial control. For instance, strategies from the company’s headquarters are easily implemented through the functional groups in the corporate structure.

Intel’s organizational structure has the disadvantage of limited flexibility in addressing regional market differences. This disadvantage is based on the minimal significance of the geographical divisions in the corporate structure. Thus, a recommendation to improve Intel’s organizational structure is to increase the significance of the geographical divisions, or to create new geographical divisions, to improve the company’s flexibility in addressing these differences among regional markets for semiconductors, microprocessors, and related technological products.

References
  • Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2015). The boundaryless organization: Breaking the chains of organizational structure. John Wiley & Sons.
  • Daidj, N. (2016). Strategy, Structure and Corporate Governance: Expressing Inter-firm Networks and Group-affiliated Companies. CRC Press.
  • Intel Corporation Form 10-K.
  • Intel Newsroom – Executive Management.
  • Liao, C., Chuang, S. H., & To, P. L. (2011). How knowledge management mediates the relationship between environment and organizational structure. Journal of Business Research64(7), 728-736.
  • Martin, R., Muuls, M., de Preux, L. B., & Wagner, U. J. (2012). Anatomy of a paradox: Management practices, organizational structure and energy efficiency. Journal of Environmental Economics and Management63(2), 208-223.
  • Menguc, B., & Auh, S. (2010). Development and return on execution of product innovation capabilities: The role of organizational structure. Industrial marketing management39(5), 820-831.
  • Tang, F., Mu, J., & MacLachlan, D. L. (2010). Disseminative capacity, organizational structure and knowledge transfer. Expert Systems with Applications37(2), 1586-1593.

Case Study & Case Analysis, Computer Technology, Information Technology, Intel Corporation, Organizational Structure, Semiconductor Industry

COPYRIGHT NOTICE:
This article may not be reproduced, distributed, or mirrored without written permission from Panmore Institute and its author/s. Copyright by Panmore Institute - All rights reserved. Small parts of this article may be quoted or paraphrased for research purposes, as long as the article is properly cited and referenced together with its URL/link.

Organization Structure of Intel

1137 WordsJan 8th, 20185 Pages

The American global technology firm was founded in 1968 and is the inventor of a series of microprocessors that are commonly found in many personal computers. The firm is also a producer of network interface controllers and integrated circuits, embedded processors, motherboard chipsets, graphic chips, flash memory, and computing and communications devices. The success of this firm is attributed to its pioneers Robert Noyce and Gordon Moore as well as the executive leadership of its top management. This executive leadership has enabled Intel to combine advanced chip design ability with capability for leading-edge manufacturing. The company also has a comprehensive organizational structure that enables it to conduct its business processes effectively.
Organizational Structure of Intel: As the largest producer of microprocessors worldwide, Intel Corporation consists of a corporate level structure that reflects its large product groups that are known as the divisional structure. The company was officially organized into 6 different divisions in 2008 i.e. Digital Home, Digital Enterprise, Mobility, Flash Memory, Channel Platforms, and Digital Health. These various divisions generate different percentages of revenue to the company with the Digital Enterprise Group being the largest with approximately 55 percent followed by the Mobility…

Show More

0 Replies to “Intel Organizational Structure Essays”

Lascia un Commento

L'indirizzo email non verrà pubblicato. I campi obbligatori sono contrassegnati *