FRAXYS Ltd.'s Organizational Design, Strategical Management, Environment and Organizational Chart - v.1.03 - for the purpose of NBU, MA in IBC and a clearer vision where are we going with this company.

1. FRAXYS Ltd.
3d motion graphics, branding and web design
organizational design, strategical management and communication plan

2. VALUE CREATION PROCESS AND
ENVIRONMENT Input:
- Customer’s data;
- Stock
multimedia;
- Office supplies;
- Technology;
- Know-how;
- Team Salaries
Conversion:
- Creative vision;
- Design principles;
- Standards & Guidelines;
- Teamwork &
Brainstorming;
- Production pipeline &
other processes
Output:
- Sustainable & valuable products:
e.g. brands, websites, explanatory
animations, 3d motion graphics,
stock multimedia;
- Long lasting results from
services;
- Salaries;
- Royalties from stock libraries
Environment:
- Customers
- Shareholders
- Systems administration
- Lots of Competitors
- Charity and Volunteer Organizations
- Local Authorities and Institutions defining
frameworks and rights

3. ENVIRONMENTAL FORCES AND UNCERTAINTY
↑ Constant technology improvements like hardware upgrades and
rising software requirements makes the environment very complex
and dynamic. Therefore the Environmental Uncertainty is High
↑ Customers are hard to find due to lots of competitors (foreign and
local companies, and freelance individuals and websites) and the
other way around, there is large international market.
↑ Highly trained employees are very likely to leave, because of a low
wages standards in the country. There is a lot of emigration.
↓ Two and more main local unions provide enough improvements of
the working culture, with frequent professional gatherings,
presentation meetings and discussion boards.
↓ Several additional learning and specialization centers (beyond the
traditional education institutes) are available for the employees to
develop and gain professional skills and knowledge.
Hardware
Software
0
10
20
30
40
50
1/1/1995
1/1/1998
1/1/2001
1/1/2004
1/1/2007
1/1/2010
1/1/2013
1/1/2016
TECHNOLOGY
DEVELOPMENT
Hardware Software

4. CENTRALIZATION / DECENTRALIZATION BALANCE
Top Level
Manager
Middle Level
Manager
Team Leads
Designers,
Programmers,
etc. staff
Supervisors
Employees
------ Long term strategy
------ Important decisions
------ Implementation

5. DIFFERENTIATION AND ORGANIZATIONAL ROLES
- functions and divisions
Owners
Project and
Account Managers,
Administrative contacts,
Sales, Accountants
Art Directors, Designers,
Programmers (front end, back end),
Photographers and Cameramen, 3D
Artists, Team leads
Technical support and System
Administrators, Customer Service
Representatives, Office Cleaners
Adaptive and Managerial ---------
Production ---------
Maintenance and Support ---------

6. ORGANIZATIONAL STRUCTURES
Different organizational structures for the separate roles and positions:
• Mechanistic structure for Maintenance, Support and parts of Managerial and Adaptive
divisions.
• Organic structure for parts of Production, whole Adaptive and parts of Managerial
divisions.
Maintenance Support Managerial Adaptive Adaptive Production Managerial
Mechanistic structure Organic structure

7. TRANSACTION COSTS
Outsourcing of specified needs available to specialized companies for lowering
the transaction and bureaucratic costs of value and assets creation.

8. ORGANIZATIONAL DESIGN - integration and
differentiation balance
Integration Differentiation
Hierarchy of
Authority
Complex
organization
High level of roles
Specialization
Task force
Teams
Integrating
Manager
Advertising design and media broadcasting
agency with several creative positions,
digital technologies processing and vertical
differentiation hierarchy of authority.

9. STANDARDIZATION VS. MUTUAL ADJUSTMENT
Current company has:
• middle stage of STANDARDIZATION determined by the use of specific software and
hardware.
• High level of MUTUAL ADJUSTMENT determined by the nature of the creative workflow
• High FORMALIZATION defined by the used software for pipeline processing and time
management