Organisational Structure of Gap

The Gap, Inc.[5] (NYSE: GPS) is an American clothing and accessories retailer based in San Francisco, California, and founded in 1969 by Donald G. Fisher and Doris F. Fisher. The company has five primary brands: the namesake Gap banner, Banana Republic, Old Navy, Piperlime and Athleta. As of September 2008, Gap, Inc. has approximately 135,000 employees and operates 3,076 stores worldwide, of which 2,551 are in the United States.[6] Gap, Inc. remains the largest specialty apparel retailer in the U.S., though it has recently been surpassed by the Spanish-based Inditex Group as the world's largest apparel retailer.[7]
Despite the company's publicly traded status, the Fisher family remains deeply involved in Gap, Inc.'s business and collectively owns a significant quantity of the company's stock.[8]
Donald Fisher served as Chairman of the Board until 2004 and remained on the board until his death on September 27, 2009. His wife and their son, Robert J. Fisher, also serve on Gap's board of directors. Robert Fisher succeeded his father as chair in 2004 and also became president and CEO on an interim basis following the resignation of Paul Pressler in 2007.
Glenn K. Murphy is the current CEO of the company. Previous Gap, Inc. CEOs include Millard Drexler and Paul Pressler.

CEO

Glenn Murphy

Director

James Schneider

Director

Jorge Montoya

Director

Domenico de Sole

Director

Kneeland Youngblood

Director

William Fisher

Director

Mayo Shattuck
Director

Katherine Tsang

Director

Adrian Bellamy

Director

Robert Fisher
Honorary Director

Doris Fisher

Lead Director

Bob Martin
CFO

Sabrina Simmons
CIO

TK
Human Resources, Communicati...

ESG
Global Creative Center

PW
Gap Direct

TL
North America

AP
Banana Republic

JC
Europe & International Franc...

SS
Japan

JE
Old Navy

TW
Compliance, Legal, Secretary

MB
Real Estate

DZ
Gap International Sourcing

SR

Larger organizations depend more on authority delegation and formal work responsibility, because a bigger company is harder to manage. Work duties tend to be specific to certain employees, and work procedures are based on rules and policies. The communication system is arranged so it flows from management to subordinates. Larger organizations are structured to enhance efficiency and specialization.

Life Cycle and Organizational Structure
An organization undergoes the stages of birth, youth, midlife and maturity. During birth, the company is in its blossoming phase and without a formal design. During the youth phase, the company is attempting to expand, with the needs of the customers becoming the focus. In the midlife phase, the company has developed a formal design with a chain of command. In the maturity stage, the organization is more focused on maintaining the stability it has developed.

Market Strategy and Organizational Structure
The organization must determine the technique it will use to market its product. It may invent a new product, or enhance one that is already on the market. Regardless of the method used, it must include a strategy that assists the company in attaining its goals.

Environment/Technology and Organizational Structure
Stable environments are settings that remain the same for long periods of time, such as manufacturers of stationary supplies. In a dynamic environment, the company may change frequently to match its clients’ needs. For example, an electronics manufacturer may need to update or change its technology often to keep up with consumers’ changing desires.

Through the use of technology, companies are able to operate more efficiently and at lower costs. By using tools, equipment and strategy, technology helps workers accomplish their core tasks at a quicker pace. If a company has the appropriate organizational structure blended with the right technology, it can attain organizational success.
 
Last edited:

jamescord

MP Guru
The Gap, Inc.[5] (NYSE: GPS) is an American clothing and accessories retailer based in San Francisco, California, and founded in 1969 by Donald G. Fisher and Doris F. Fisher. The company has five primary brands: the namesake Gap banner, Banana Republic, Old Navy, Piperlime and Athleta. As of September 2008, Gap, Inc. has approximately 135,000 employees and operates 3,076 stores worldwide, of which 2,551 are in the United States.[6] Gap, Inc. remains the largest specialty apparel retailer in the U.S., though it has recently been surpassed by the Spanish-based Inditex Group as the world's largest apparel retailer.[7]
Despite the company's publicly traded status, the Fisher family remains deeply involved in Gap, Inc.'s business and collectively owns a significant quantity of the company's stock.[8]
Donald Fisher served as Chairman of the Board until 2004 and remained on the board until his death on September 27, 2009. His wife and their son, Robert J. Fisher, also serve on Gap's board of directors. Robert Fisher succeeded his father as chair in 2004 and also became president and CEO on an interim basis following the resignation of Paul Pressler in 2007.
Glenn K. Murphy is the current CEO of the company. Previous Gap, Inc. CEOs include Millard Drexler and Paul Pressler.

CEO

Glenn Murphy

Director

James Schneider

Director

Jorge Montoya

Director

Domenico de Sole

Director

Kneeland Youngblood

Director

William Fisher

Director

Mayo Shattuck
Director

Katherine Tsang

Director

Adrian Bellamy

Director

Robert Fisher
Honorary Director

Doris Fisher

Lead Director

Bob Martin
CFO

Sabrina Simmons
CIO

TK
Human Resources, Communicati...

ESG
Global Creative Center

PW
Gap Direct

TL
North America

AP
Banana Republic

JC
Europe & International Franc...

SS
Japan

JE
Old Navy

TW
Compliance, Legal, Secretary

MB
Real Estate

DZ
Gap International Sourcing

SR

Larger organizations depend more on authority delegation and formal work responsibility, because a bigger company is harder to manage. Work duties tend to be specific to certain employees, and work procedures are based on rules and policies. The communication system is arranged so it flows from management to subordinates. Larger organizations are structured to enhance efficiency and specialization.

Life Cycle and Organizational Structure
An organization undergoes the stages of birth, youth, midlife and maturity. During birth, the company is in its blossoming phase and without a formal design. During the youth phase, the company is attempting to expand, with the needs of the customers becoming the focus. In the midlife phase, the company has developed a formal design with a chain of command. In the maturity stage, the organization is more focused on maintaining the stability it has developed.

Market Strategy and Organizational Structure
The organization must determine the technique it will use to market its product. It may invent a new product, or enhance one that is already on the market. Regardless of the method used, it must include a strategy that assists the company in attaining its goals.

Environment/Technology and Organizational Structure
Stable environments are settings that remain the same for long periods of time, such as manufacturers of stationary supplies. In a dynamic environment, the company may change frequently to match its clients’ needs. For example, an electronics manufacturer may need to update or change its technology often to keep up with consumers’ changing desires.

Through the use of technology, companies are able to operate more efficiently and at lower costs. By using tools, equipment and strategy, technology helps workers accomplish their core tasks at a quicker pace. If a company has the appropriate organizational structure blended with the right technology, it can attain organizational success.
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