The degree of decentralization of a firm depends on several factors. Among them are size, culture, and the external environment. Intrapreneurship, or the existence of a small group of people who are entrepreneurial in nature, can also play a role.


There are a variety of factors that can affect the degree of decentralization of a firm. For instance, the size of the organization, its history, and the nature of its operations can all influence the amount of decentralization.

Large organizations may find that decentralization will lead to faster decision-making and a greater focus on employee morale. However, smaller concerns can benefit from a centralized approach.

The number of employees in an organization will also affect the extent of decentralization. Smaller companies will have fewer employees. In contrast, large firms may have many more. Decentralization can create more opportunities for the upper level management of the company to focus on key issues.

Increasing the role of subordinates can also be seen as decentralization. Decentralized organizations are often set up to allow lower-level managers to develop leadership skills. This gives them more autonomy in making decisions. It can also be beneficial for the company because it allows the lower-level personnel to better understand how their work affects the overall organization.

When an organization is centralized, top management has little or no input from lower-level staff members. Top managers often have a wide vision of the company’s goals and objectives.

Centralization also leads to the creation of “red tape” within an organization. The influx of unrelated tasks makes it difficult to measure a firm’s efficiency.

Lower-level managers can make costly mistakes. They may lack training and experience. As a result, their decisions could damage the entire organization.

External environment

There are many factors that affect the degree of decentralization of a firm. These factors include the size, complexity, and nature of the business. It is important to understand these variables in order to determine whether or not it is time for a decentralization overhaul.

The most obvious factor is the size of the company. Smaller companies will not be able to afford to develop autonomous units. Larger companies with multiple product lines and operations can use the decentralisation method to their advantage.

Although decentralisation is a viable option, it may not be the best solution for every firm. In many cases, a strong middle management will be the key to ensuring the organization succeeds.

An effective communication system is also an essential part of any decentralized system. Without an adroit communication strategy, an organization’s operational units can get in each other’s way. Also, if the operational units are dispersed in different geographical locations, a centralized control system may prove challenging.

Various external factors also influence the degree of decentralisation. These include the aforementioned government and political factors. As well, a firm’s financial responsibility and philosophy of management. If the latter is unorthodox, a firm may lose the chance to capitalize on the benefits of a decentralized system.

Obviously, the best way to evaluate the degree of decentralisation is to evaluate the organization’s objectives. For example, if the objective is to increase job satisfaction, then it is likely that the decentralized model is a good fit.


Organizational cultures can have a profound effect on a company’s performance. An organization with an innovative and creative culture, for example, will likely be more flexible and adaptable. However, a company that has a strong, but dysfunctional culture can also be a serious liability. Changing a culture is a long and sustained effort.

Regardless of the type of organizational culture, employees must be able to recognize and understand what constitutes appropriate behavior. Employees are tasked with living and breathing the organization’s culture. This means that they must be aware of the values, rules, and policies that govern their workplace. They must also be equipped with the skills and knowledge to do their jobs.

Aside from a clear mission statement, employees should look for other organizational artifacts that indicate a company’s culture. Some signs include the physical layout of the workplace, the types of incentives offered, and the number of rules and policies.

While decentralization is not limited to the workplace, it is important for organizations with multiple product lines or product groups. It allows more managers to view and evaluate employee performance. Moreover, it increases job satisfaction.

However, decentralization is only effective if there is an effective communication system. Moreover, if lower-level managers are not trained, they can damage the organization.

A company with a strong, innovative culture may benefit from decentralization. But the organizational culture must be adapted to the organization’s environment.

Number of decision makers and critical voices

Decentralization is a process of redistributing power and resources away from the central government or authority. It can be a positive force for organizations, enhancing organizational flexibility and innovation. However, it can also create unintended consequences. In some cases, the reorganization can exacerbate existing inequities in distribution.

Moreover, decentralization may also enhance the duplication of effort in the pursuit of objectives. This is the case for organizations with multiple product lines or operating units. While decentralization does have its benefits, too much can damage an organization.

For an organization to reap the benefits of centralized decision-making, it must have an effective communication system. A faulty communication system could lead to an uncoordinated and inefficient operation.

The process of redistributing power and resources to lower-level personnel can improve job satisfaction and organizational commitment. At the same time, it can also increase the efficiency of managerial decisions.

Lastly, decentralization can enhance a firm’s responsiveness to customer demands. However, it’s important to consider the organizational culture of the individual employees who will be involved in the decisions. Often, a company will opt for a nontraditional corporate model to give its employees more autonomy.

When deciding on the best form of decentralization, consider whether your company’s goals are clear and well articulated. Having a clear objective, like increased efficiency, is one thing. But having a goal is only half the battle. Having a good control mechanism is also critical.


Intrapreneurship is a term used for innovative and entrepreneurial activities undertaken within an organization. This includes new ventures, process and technology innovation, and business self-renewal.

Typically, intrapreneurship refers to employee-driven innovation. The goal is to enhance the organization’s performance. To do this, the firm must provide an enabling environment that is conducive to innovation and entrepreneurial behavior. Research has shown that certain factors can help firms encourage employee-generated ideas.

As a result, intrapreneurship is increasingly important for large companies. These companies need to implement the concept of entrepreneurship to remain competitive. But intrapreneurship development requires a holistic approach that considers firm resources, organizational structure, and the ability to leverage ideas.

One of the simplest and most effective ways to promote intrapreneurship is to create a supportive and encouraging work environment. Another way is to establish IT-based processes to turn ideas into intrapreneurial projects.

A third way to promote intrapreneurship is by establishing a culture of innovation. Innovation is a great way to promote sustainable economic growth. By doing so, organizations can adapt to changes in the environment. However, to do so, they must adopt a new organizational structure and act in an entrepreneurial manner.

Finally, a study has shown that fostering intrapreneurship is not a simple task. There are many technological and managerial challenges associated with it. For example, an entrepreneur may want to submit his idea for a new product, but may not be able to turn it into a profitable venture.

Lean management

Lean Management is a work-management system that supports continuous improvement and the elimination of waste from all business processes. Using the Toyota production system as a guide, it seeks to improve quality, reduce costs and increase productivity. It also promotes shared leadership and responsibility.

Lean management was first implemented in the late 1940s, when Toyota developed a production system that focused on improving efficiency, quality and cost effectiveness. It is based on five principles.

The first is to identify value. This means finding a problem that the customer needs solved and developing a solution to it. When this is done, the capacity of resources is maximized.

Secondly, leaders must create a learning environment and foster employee empowerment. They must make sure to set a challenging vision and mission for their organization. Thirdly, they must share this strategic agenda with their teams.

Fourthly, they must encourage the development of all employees. In addition, they must provide resources. Finally, they must be present at the work floor on a daily basis.

Lastly, leaders must ensure that they keep up their commitment to Lean. To do this, they must continue to develop themselves.

There are a few studies that have been conducted on leadership during Lean implementation. These articles are primarily descriptive, but there are some case studies that have been included in the study.

These studies have shown that the ability to formulate a strategic agenda is important. However, they have not identified how to define sequential steps in Lean implementation. Consequently, further research is needed to determine the steps that should be followed to achieve the desired outcomes.

Chelsea Glover