netrashetty
Netra Shetty
Organisational Structure of Johnson Controls : Johnson Controls, Inc. (NYSE: JCI) is a company, based in Milwaukee, Wisconsin, USA. It was founded in 1885 by professor Warren S. Johnson, inventor of the first electric room thermostat.
It is a Fortune 100 diversified, multi-industrial company with 142,000 employees in 1,300 locations across six continents
CEO
Stephen Roell
Director
Jeffrey Joerres
Director
Dennis Archer
Director
Eugenio Clariond Reyes-Retana
Director
Richard Goodman
Director
Natalie Black
Director
William Lacy
Director
Robert Barnett
Director
Southwood Morcott
Director
Robert Cornog
Director
David Abney
CFO
Bruce McDonald
Automotive Experience
BB
Building Efficiency
David Myers
Power Solutions
AM
Human Resources
Susan Davis
CIO
CB
Legal & Secretary
JO
Strategy
DZ
When people begin to interact, individual differences appear. Some people talk more than others, some seem better able to lead, others seem to have more knowledge than the average group member. These differences, which produce inequalities among people along a variety of dimensions, are the basis for the formation of group structure. As differences become apparent, relationships are established among the various parts of the group; those relationships that become stable are referred to as group structure. The formation of group structure is one of the basic aspects of group development.
Three major factors influence group structure: (1) the requirements for efficient group performance, or for attaining the goals of the group; (2) the abilities and, motivations of group members; and (3) the physical and social environments of groups. Groups form for any number of purposes, some to solve problems, as did the Eclipse Group, others for social reasons. Regardless of why they form, their members usually take their goals seriously; and the structures they invent are predetermined by those goals. Structure is also influenced by the characteristics of the groups' members; for instance, individuals who like to dominate others may try to establish a centralized power structure with themselves at the center. People who appear knowledgeable may emerge as task leaders. Physical, cultural, and organizational climates directly affect group structuring and provide the opportunity for numerous other variables to influence
It is a Fortune 100 diversified, multi-industrial company with 142,000 employees in 1,300 locations across six continents
CEO
Stephen Roell
Director
Jeffrey Joerres
Director
Dennis Archer
Director
Eugenio Clariond Reyes-Retana
Director
Richard Goodman
Director
Natalie Black
Director
William Lacy
Director
Robert Barnett
Director
Southwood Morcott
Director
Robert Cornog
Director
David Abney
CFO
Bruce McDonald
Automotive Experience
BB
Building Efficiency
David Myers
Power Solutions
AM
Human Resources
Susan Davis
CIO
CB
Legal & Secretary
JO
Strategy
DZ
When people begin to interact, individual differences appear. Some people talk more than others, some seem better able to lead, others seem to have more knowledge than the average group member. These differences, which produce inequalities among people along a variety of dimensions, are the basis for the formation of group structure. As differences become apparent, relationships are established among the various parts of the group; those relationships that become stable are referred to as group structure. The formation of group structure is one of the basic aspects of group development.
Three major factors influence group structure: (1) the requirements for efficient group performance, or for attaining the goals of the group; (2) the abilities and, motivations of group members; and (3) the physical and social environments of groups. Groups form for any number of purposes, some to solve problems, as did the Eclipse Group, others for social reasons. Regardless of why they form, their members usually take their goals seriously; and the structures they invent are predetermined by those goals. Structure is also influenced by the characteristics of the groups' members; for instance, individuals who like to dominate others may try to establish a centralized power structure with themselves at the center. People who appear knowledgeable may emerge as task leaders. Physical, cultural, and organizational climates directly affect group structuring and provide the opportunity for numerous other variables to influence
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