Home > Articles > Operating Systems, Server > Microsoft Servers

  • Print
  • + Share This
This chapter is from the book

Analyzing Organizational Structures

Analyze the existing and planned organizational structures. Considerations include management model; company organization; vendor, partner, and customer relationships; and acquisitions plans.

These are very important considerations when designing a network infrastructure center around the organizational structures within the company. The various organizational structures already in place usually determine the distribution of network resources and the type of network management strategy that will be implemented.

Proposed changes to the company's organizational structures might have a significant impact on the network's effectiveness. You must plan for these changes and design the network with the flexibility to accommodate them. Solicit the client for input in this area. Try to get an understanding of what the current structures are and how effective they are within the organization. If there are areas that do not seem to be working from an organizational point of view, try to find out if there will be a change in that organization in the future. Always get the details of any known changes that are scheduled to occur in the future so that you can incorporate those details in your design.

In the exam objectives, Microsoft lists the following organizational structures for you to consider when creating your design:

  • Management model

  • Company organization

  • Vendor, partner, and customer relationships

  • Acquisitions plans

Each of these organization structures will be discussed in the following sections.

Management Model

First, determine if there is separation of ownership and control. Is there a board of directors, shareholders, and a chief executive officer? Alternatively, is this a family-run business? Is the CEO the founder and primary stockholder?

The former, separation of ownership and control, describes the majority of large American industries. Smaller businesses may still be owned and operated by the founders.

Even a large, publicly traded business or organization may be run as if the CEO were simply pursuing power, fame, or gratification. Many times this quest will mean success, recovery, or advancement, but it does require a charismatic individual who often maintains control by his very essence. Dissention is just not imagined.

Is the management style bureaucratic and authoritarian? Does it stress accounting and close control? Is it democratic, encouraging initiative and enterprise? Does it follow the tried and true, or is it willing to take risks?

Getting Work Done in Spite of an Autocratic Management Style

I once worked in a medium-sized company where the owners had sold the company and then agreed to stay on to run it. The former owners maintained close control while pretending to encourage initiative and discussion. Weekly management meetings were held in which each manager was required to discuss his or her progress in meeting rigid goals and to offer suggestions for improving the business.

Managers learned to sit to the right of the CEO, because he always started to his left. There was not usually time for everyone to speak. Any manager who had not met goals was castigated. Managers whose ideas were considered frivolous, impossible, or undesirable were belittled and mocked. Sometimes it did not seem to matter if the new idea reduced cost, increased productivity, or created new markets. Initiates soon learned to offer only ideas that reflected the CEO's thoughts (or those of his cronies). It was a contest in presenting old ideas as if they were new. Others spent time seeding the field, or somehow introducing ideas in short segments outside and prior to the meeting, and then bringing them up as something the CEO had mentioned. It was old psychology developed by the old-fashioned wife—to get what you want, make him think it was his idea.

Nevertheless, progress was made in introducing new ways of doing things. The trick was to balance something radical with something only slightly variant from the norm. This, of course, was the desired step. The radical item was ranted about; the other was ignored, but not turned down. The second part of the process was to keep introducing the desired change from other directions and to be in the right place at the right time. (Bragg, Roberta. MCSE Training Guide (70-220): Windows 2000 Network Security Design. New Riders Publishing, 2000)

Company Organization

The organization of the company will prove to be a major consideration for your network infrastructure design. The distribution of resources will closely follow the company organization.

Some companies are organized along the lines of business function. The various business units or departments are physically segregated. Here are some examples of ways that you might find a company segregated:

  • Different departments in separate sections of a single floor

  • Different departments on separate floors of a single building

  • Different departments in separate buildings on a single campus

  • Different departments in separate buildings in different sites

As the company organization becomes more widely segregated, you will find that you will often need to design your network infrastructure so that network resources are physically located nearest to the groups using them most. You will then build in communication paths so that other groups who need the resources less frequently will gain the access that they require.

Another typical scenario is a company that is organized along geographic lines. In this scenario, multiple business functions occupy the same space, but resources are distributed based on the location of each office that the company occupies. For example, a company might have offices in three cities: Boston, San Francisco, and Tampa. In each of these cities are representatives from the legal department, the sales department, and the accounting department.

In this scenario, you cannot simply locate accounting resources in one office, sales resources in another office, and legal resources in a third. This would result in less-than-efficient access to resources for two of the three departments in every office. In this case, you must plan your network infrastructure so that resources for each department are distributed equally to all offices or are centrally located so that each office can access them with the same efficiency.

Vendor, Partner, and Customer Relationships

The relationships that a company maintains with its vendors, partners, and customers will have an impact on the types of services the company wants to provide on its network. For instance, suppose a company maintains a call center to provide support for its customers. The company requires database servers to log the calls and provide access to customers and product information to the call center technicians. If the company sells merchandise over the Internet, it will likely want to use servers on the World Wide Web to provide an interface for its customers in business-to-consumer e-commerce (B2C). This will require that the company have a connection from its internal network to the Internet. It will also require that its internal databases provide product information to outside customers through that Internet connection.

Relationships with partners can create even more demands for network resources. In many cases, two partner companies will connect each other's networks together in some fashion for business-to-business e-commerce. The expectation of senior management (on both sides) is that the networks will interoperate. Of course, there might be significant technological, business, and political issues to overcome in order to provide that interoperability. For example, integrating a partner's network might require you to overcome interoperability issues between Windows 2000 and other operating systems, such as Novell Netware or UNIX.

Often, a company will have a relationship with one of more of the vendors supplying the materials necessary for the operation of the business. It is desirable to automate many of the repetitive tasks associated with purchasing materials and paying invoices. In order to accomplish this, special internetworking technologies might need to be applied. Knowing the relationships that exist will help you design a network infrastructure that supports the required connectivity and interoperability.

Acquisitions Plans

When designing a network infrastructure, it is always prudent to inquire about any plans that the company might have to purchase other companies. In many cases, the company might hesitate to reveal confidential business plans to an outside vendor, but these can be crucial. If a purchase is planned for the very near future, or if it is already underway, you might be able to get some details on the matter. You will greatly benefit from being aware of any acquisition plans before you create your network infrastructure design, and you should be able to communicate this in financial terms to the customer. Variations on this should always be covered in a proper project risk analysis. Furthermore, you cannot effectively deliver an internetwork design plan if you are not informed of all the requirements for that network. Company management must fill you in on all the details they can regarding any planned acquisitions.

In most cases, when one company acquires another, the network of the latter company is absorbed into that of the former. Sometimes the entire network is eliminated and replaced with an infrastructure that conforms to the standards of the purchasing company, but this is often impractical and expensive.

Usually, the company that is purchased possesses some product or information that is of extreme value to the purchasing company. The associated data and supporting network infrastructure become invaluable assets that must be preserved. Nevertheless, interoperation with the purchasing company's existing network infrastructure is crucial.

When examining a company's acquisition plans, consider the following questions after you understand the current environment:

  • Which of the new company's systems and services will need to be retained? Why?

  • Which of the new company's systems and services will need to be retired? Why?

  • Which of the new company's systems and services will replace existing systems and services?

  • Which of the existing systems and services will need to be extended into the newly acquired company?

  • What are the support structures for the systems and services, and how will they integrate or conflict?

  • What are the barriers to integrating the two companies' network infrastructures, and what is the magnitude of these barriers?

If you are informed of the intended purchase of another company, you can research the specific issues you will face in integrating the two networks and can design solutions to those problems from the beginning.

  • + Share This
  • 🔖 Save To Your Account

InformIT Promotional Mailings & Special Offers

I would like to receive exclusive offers and hear about products from InformIT and its family of brands. I can unsubscribe at any time.

Overview


Pearson Education, Inc., 221 River Street, Hoboken, New Jersey 07030, (Pearson) presents this site to provide information about products and services that can be purchased through this site.

This privacy notice provides an overview of our commitment to privacy and describes how we collect, protect, use and share personal information collected through this site. Please note that other Pearson websites and online products and services have their own separate privacy policies.

Collection and Use of Information


To conduct business and deliver products and services, Pearson collects and uses personal information in several ways in connection with this site, including:

Questions and Inquiries

For inquiries and questions, we collect the inquiry or question, together with name, contact details (email address, phone number and mailing address) and any other additional information voluntarily submitted to us through a Contact Us form or an email. We use this information to address the inquiry and respond to the question.

Online Store

For orders and purchases placed through our online store on this site, we collect order details, name, institution name and address (if applicable), email address, phone number, shipping and billing addresses, credit/debit card information, shipping options and any instructions. We use this information to complete transactions, fulfill orders, communicate with individuals placing orders or visiting the online store, and for related purposes.

Surveys

Pearson may offer opportunities to provide feedback or participate in surveys, including surveys evaluating Pearson products, services or sites. Participation is voluntary. Pearson collects information requested in the survey questions and uses the information to evaluate, support, maintain and improve products, services or sites, develop new products and services, conduct educational research and for other purposes specified in the survey.

Contests and Drawings

Occasionally, we may sponsor a contest or drawing. Participation is optional. Pearson collects name, contact information and other information specified on the entry form for the contest or drawing to conduct the contest or drawing. Pearson may collect additional personal information from the winners of a contest or drawing in order to award the prize and for tax reporting purposes, as required by law.

Newsletters

If you have elected to receive email newsletters or promotional mailings and special offers but want to unsubscribe, simply email information@informit.com.

Service Announcements

On rare occasions it is necessary to send out a strictly service related announcement. For instance, if our service is temporarily suspended for maintenance we might send users an email. Generally, users may not opt-out of these communications, though they can deactivate their account information. However, these communications are not promotional in nature.

Customer Service

We communicate with users on a regular basis to provide requested services and in regard to issues relating to their account we reply via email or phone in accordance with the users' wishes when a user submits their information through our Contact Us form.

Other Collection and Use of Information


Application and System Logs

Pearson automatically collects log data to help ensure the delivery, availability and security of this site. Log data may include technical information about how a user or visitor connected to this site, such as browser type, type of computer/device, operating system, internet service provider and IP address. We use this information for support purposes and to monitor the health of the site, identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents and appropriately scale computing resources.

Web Analytics

Pearson may use third party web trend analytical services, including Google Analytics, to collect visitor information, such as IP addresses, browser types, referring pages, pages visited and time spent on a particular site. While these analytical services collect and report information on an anonymous basis, they may use cookies to gather web trend information. The information gathered may enable Pearson (but not the third party web trend services) to link information with application and system log data. Pearson uses this information for system administration and to identify problems, improve service, detect unauthorized access and fraudulent activity, prevent and respond to security incidents, appropriately scale computing resources and otherwise support and deliver this site and its services.

Cookies and Related Technologies

This site uses cookies and similar technologies to personalize content, measure traffic patterns, control security, track use and access of information on this site, and provide interest-based messages and advertising. Users can manage and block the use of cookies through their browser. Disabling or blocking certain cookies may limit the functionality of this site.

Do Not Track

This site currently does not respond to Do Not Track signals.

Security


Pearson uses appropriate physical, administrative and technical security measures to protect personal information from unauthorized access, use and disclosure.

Children


This site is not directed to children under the age of 13.

Marketing


Pearson may send or direct marketing communications to users, provided that

  • Pearson will not use personal information collected or processed as a K-12 school service provider for the purpose of directed or targeted advertising.
  • Such marketing is consistent with applicable law and Pearson's legal obligations.
  • Pearson will not knowingly direct or send marketing communications to an individual who has expressed a preference not to receive marketing.
  • Where required by applicable law, express or implied consent to marketing exists and has not been withdrawn.

Pearson may provide personal information to a third party service provider on a restricted basis to provide marketing solely on behalf of Pearson or an affiliate or customer for whom Pearson is a service provider. Marketing preferences may be changed at any time.

Correcting/Updating Personal Information


If a user's personally identifiable information changes (such as your postal address or email address), we provide a way to correct or update that user's personal data provided to us. This can be done on the Account page. If a user no longer desires our service and desires to delete his or her account, please contact us at customer-service@informit.com and we will process the deletion of a user's account.

Choice/Opt-out


Users can always make an informed choice as to whether they should proceed with certain services offered by InformIT. If you choose to remove yourself from our mailing list(s) simply visit the following page and uncheck any communication you no longer want to receive: www.informit.com/u.aspx.

Sale of Personal Information


Pearson does not rent or sell personal information in exchange for any payment of money.

While Pearson does not sell personal information, as defined in Nevada law, Nevada residents may email a request for no sale of their personal information to NevadaDesignatedRequest@pearson.com.

Supplemental Privacy Statement for California Residents


California residents should read our Supplemental privacy statement for California residents in conjunction with this Privacy Notice. The Supplemental privacy statement for California residents explains Pearson's commitment to comply with California law and applies to personal information of California residents collected in connection with this site and the Services.

Sharing and Disclosure


Pearson may disclose personal information, as follows:

  • As required by law.
  • With the consent of the individual (or their parent, if the individual is a minor)
  • In response to a subpoena, court order or legal process, to the extent permitted or required by law
  • To protect the security and safety of individuals, data, assets and systems, consistent with applicable law
  • In connection the sale, joint venture or other transfer of some or all of its company or assets, subject to the provisions of this Privacy Notice
  • To investigate or address actual or suspected fraud or other illegal activities
  • To exercise its legal rights, including enforcement of the Terms of Use for this site or another contract
  • To affiliated Pearson companies and other companies and organizations who perform work for Pearson and are obligated to protect the privacy of personal information consistent with this Privacy Notice
  • To a school, organization, company or government agency, where Pearson collects or processes the personal information in a school setting or on behalf of such organization, company or government agency.

Links


This web site contains links to other sites. Please be aware that we are not responsible for the privacy practices of such other sites. We encourage our users to be aware when they leave our site and to read the privacy statements of each and every web site that collects Personal Information. This privacy statement applies solely to information collected by this web site.

Requests and Contact


Please contact us about this Privacy Notice or if you have any requests or questions relating to the privacy of your personal information.

Changes to this Privacy Notice


We may revise this Privacy Notice through an updated posting. We will identify the effective date of the revision in the posting. Often, updates are made to provide greater clarity or to comply with changes in regulatory requirements. If the updates involve material changes to the collection, protection, use or disclosure of Personal Information, Pearson will provide notice of the change through a conspicuous notice on this site or other appropriate way. Continued use of the site after the effective date of a posted revision evidences acceptance. Please contact us if you have questions or concerns about the Privacy Notice or any objection to any revisions.

Last Update: November 17, 2020