netrashetty
Netra Shetty
Cisco Systems, Inc. (NASDAQ: CSCO, SEHK: 4333) is an American-based multinational corporation that designs and sells consumer electronics, networking, voice, and communications technology and services. Headquartered in San Jose, California, Cisco has more than 65,000 employees and annual revenue of US$40.0 billion as of 2010. The stock was added to the Dow Jones Industrial Average on June 8, 2009, and is also included in the S&P 500 Index the Russell 1000 Index, NASDAQ100 Index and the Russell 1000 Growth Stock Index.[4] Cisco is one of the world's biggest technology corporations.
2
CEO
John Chambers
2
Director
Richard Kovacevich
Director
Michael Capellas
Director
Brian Halla
6
Director
Michael Powell
4
Director
Michele Burns
3
Director
Roderick McGeary
3
Director
Steven West
3
Director
Arun Sarin
3
Director
Jerry Yang
4
Director
John Hennessy
3
Lead Director
Carol Bartz
CFO
Frank Calderoni
CIO
RJ
CTO
PW
2
Marketing & Government Affai...
Susan Bostrom
Operations, Processes & Syst...
RP
Operations & Business Develo...
RL
Global Customer Markets
JC
Strategy, Development & Cons...
NH
Corporate Affairs
TY
Development Strategy & Opera...
KH
Human Resources
BS
Legal & Secretary
MC
Office of the President
LC
Voice Technology Group
BO
Strategy & Planning
IS
Another method of control is seen in the explicit knowledge in the company in black and white. (Durant and Warber 2001, 221) These pertains the policies as well as the rules and objectives of the company. These offer a particular set of rules that shows the precise method on which tasks are to be carried out. Nevertheless, given the departmentalization in attendance in the company as pointed out in the division of labor as well as the decentralized decision making processes afforded to the teams, it indicates that these existing policies, rules and regulations are simply directory and not mandatory.
It appears that, the chain of command in the business unit is rather constricted to the team leaders and the Chief Operations Officer. This makes hierarchy virtually irrelevant. (Rahman and Zanzi 1995, 290) Since the organizational structure is rather level, the business unit eagerly feels the unfavorable mind-set of the workers with reference to the change in the organization. Moreover, the fragmented and decentralized arrangement of decision making as given to the teams are significantly worsen by the subsistence of copious factions and cliques. This shows that the informal structures of the company have the propensity to have a great control on the actual behavior of the workers.
2
CEO
John Chambers
2
Director
Richard Kovacevich
Director
Michael Capellas
Director
Brian Halla
6
Director
Michael Powell
4
Director
Michele Burns
3
Director
Roderick McGeary
3
Director
Steven West
3
Director
Arun Sarin
3
Director
Jerry Yang
4
Director
John Hennessy
3
Lead Director
Carol Bartz
CFO
Frank Calderoni
CIO
RJ
CTO
PW
2
Marketing & Government Affai...
Susan Bostrom
Operations, Processes & Syst...
RP
Operations & Business Develo...
RL
Global Customer Markets
JC
Strategy, Development & Cons...
NH
Corporate Affairs
TY
Development Strategy & Opera...
KH
Human Resources
BS
Legal & Secretary
MC
Office of the President
LC
Voice Technology Group
BO
Strategy & Planning
IS
Another method of control is seen in the explicit knowledge in the company in black and white. (Durant and Warber 2001, 221) These pertains the policies as well as the rules and objectives of the company. These offer a particular set of rules that shows the precise method on which tasks are to be carried out. Nevertheless, given the departmentalization in attendance in the company as pointed out in the division of labor as well as the decentralized decision making processes afforded to the teams, it indicates that these existing policies, rules and regulations are simply directory and not mandatory.
It appears that, the chain of command in the business unit is rather constricted to the team leaders and the Chief Operations Officer. This makes hierarchy virtually irrelevant. (Rahman and Zanzi 1995, 290) Since the organizational structure is rather level, the business unit eagerly feels the unfavorable mind-set of the workers with reference to the change in the organization. Moreover, the fragmented and decentralized arrangement of decision making as given to the teams are significantly worsen by the subsistence of copious factions and cliques. This shows that the informal structures of the company have the propensity to have a great control on the actual behavior of the workers.
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