Organizational Structure of Yahoo

Organizational Structure of Yahoo Yahoo! Organizational structure: http://www.cogmap.com/chart/yahoo The link above provides an organizational structure of Yahoo! fter looking at the ten diagrams on organizational structures from the oweroint" it would seem that Yahoo appears to have a rather tall hierarchical structureconsisting structureconsisting of  of the #$O" #%O" eight directors and other managers in charge of different departments and also of bureaucracy" in which orders are passed down along the chain of command. command . They possess ma&or responsibilities and the authority of the delegation of tasks to their staff for the daily operations of the company. 'owever" it would also mean that they would have a high level of accountability and would  be held responsible for the success or failure of tasks. %urthermore" since Yahoo operates in many countries in the world" their structure could also be based on geography" as a result" it would allow the company to become more aware to local differences and consumer needs. Yahoo also seems to have a more decentralized structure in which different decisions are made depending on various departments by the department director. (t would result in a narrower span of control which makescommunication makes communication between  between departments more effective within departments in the company. http://jasonlaubusiness.blogspot.co.uk/2009/11/organizational-structure-of-yahoo. html  html •

Matrix Organizational Structure: One of the recommendations that Yahoo!'s consultants made a few years ago was to institute a so-called matrix organizational structure across the company. A matrix structure seeks to overcome the complexity of a large global organization by assigning multiple bosses to employees in different geographies working on similar product or functional tasks. In other words, you report up to two or more bosses -- a product or functional boss and a geographical boss. They create confusion about who is responsible for certain actions. The "shared" ownership of tasks and projects across multiple groups and bosses means that it's difficult to go back and assign blame for and learn from failures.