A multidivisional organizational structure places each business unit in a self-contained division with all necessary support functions, allowing each division to operate separately from others in the company. A corporate headquarters oversees the divisions, providing strategic direction and shared services like finance and R&D. Division managers handle operations while corporate managers focus on strategy. This structure provides enhanced financial and strategic control for the parent company along with flexibility for divisions to adopt structures tailored to their strategies. However, balancing power between corporate and divisional management can be difficult.

1. MULTIDIVISIONAL ORGANIZATIONAL STRUCTURE
In Multidivisional Organizational Structure, each business unit is placed in a
self-contained division and supplied with all support functions. Thus each part
essentially operates separately from the other parts of the company. The office of
corporate headquarters is created to control and oversee the divisions. Headquarters
also provides corporate support functions, such as finance and R&D. Divisional
managers have operating responsibility; corporate managers have strategic
responsibility. Each division is treated as a profit center and can adopt the structure
and control systems that best serve its strategy.
A multidivisional structure has several advantages.
1. Enhanced corporate financial control is one advantage of the multidivisional
structure. The profitability of the different divisions is very clear, allowing the
corporate staff to readily determine the best resource allocation scheme.
2. Enhanced strategic control is another benefit, because corporate staffs are freed
from operating responsibilities, and can concentrate on corporate strategy.
3. The structure overcomes limits to growth because it permits the company to
operate many businesses without information overload or requiring too much
intervention from corporate managers.
4. Because divisional performance has greater visibility, divisional managers realize
that corporate managers can detect inefficiencies, and thus are motivated to
perform at a higher level.

2. Implementing a multidivisional structure has drawbacks as well, and the
advantages must be balanced against them.
1. Managing the balance of power between corporate and divisional managers is
difficult. The problem lies in deciding how much authority to centralize at the
corporate level and how much to decentralize at the divisional level. Too much
centralizing puts divisional managers in a straitjacket. Too much decentralizing,
however, may cause the company to lose control over its strategy, damaging
corporate performance.
Case Study: GM’s Multidivisional Structure Changes Over Time
Over the years, General Motors has changed its structure several times,
beginning with the 25 autonomous operating divisions that comprised the firm in the
1910s. To better compete with centralized, single-business Ford Motors, CEO Alfred
Sloan invented the multidivisional structure in 1920. This structure allowed GM to
benefit from the cost savings that come from centralization, while keeping the
flexibility and innovation inherent in a decentralized structure. Sloan saw advantages
from the multidivisional structure, including improved accountability, easier resource
allocation, and higher autonomy and morale. In the 1980s, to better compete with the
cost-efficient Japanese automakers, GM again re-structured, reducing the number of
divisions and centralizing design and engineering. All GM vehicles began to look alike,
sales dropped, and the structure was abandoned. Today, the firm continues to
struggle with issues of centralization, experimenting to find the right level.