Numerous managers and supervisors are organized under each unit to ensure optimal performance and understanding of every level of operations. By spreading out business units across twenty-four countries, Vestas acquires the advantage and knowledge of each particular environment, allowing them to identify areas of higher economic growth and technological advances and innovation, which in turn benefits management with better decision-making relating to the geographical location to focus on when expanding or improving operations.
Speaking for the service department, a relatively formal management structure of superiors and subordinates is in place; the company wide standards and goals are clearly stated to employees, but subordinates are allowed to execute operations mostly whichever way they deem most efficient; thus resulting in the management structure being relatively decentralized. Lower-level managers, given standards and guidelines, perform the most crucial decision-making relating to operations and budgets within the service unit. This is more beneficial to the company because lower-level manager and employees are more hands-on and knowledgeable about the physical labor performed within the service unit, thus giving them a more credible opinion on decision-making.
Departmentalization.
In the service unit at Vestas, departments are mostly organized by matrix and team structures. Teams are formed to perform various tasks including turbine service maintenance, blade repair, main component replacement, and troubleshooting. Depending on the task at hand, teams are formed based on both functional and divisional structures. The troubleshooting and main component replacement teams are a more functional structure because these tasks require more direct knowledge and experience to complete. The service maintenance and blade repair teams are structured more divisionally, based on operational needs and time constraints given by the customer.
