netrashetty
Netra Shetty
Organisational Structure of 3M Company : 3M Company (NYSE: MMM), formerly known as the Minnesota Mining and Manufacturing Company, is an American multinational conglomerate corporation based in Maplewood, Minnesota, a suburb of St. Paul.
With over 76,000 employees, they produce over 55,000 products, including: adhesives, abrasives, laminates, passive fire protection, dental products, electronic materials, medical products [6] electronic circuits and optical films.[7] 3M has operations in more than 60 countries – 29 international companies with manufacturing operations, and 35 with laboratories. 3M products are available for purchase through distributors and retailers in more than 200 countries, and many 3M products are available online directly from the company.
These products attracted larger software houses that developed sophisticated applications for
large business users.
The new Macintosh products and desktop publishing contributed to an expanded business market
for Apple. Nearly half of Apple’s sales and most of its profits came from selling personal
computers and related products to business users. The company now offered product features
that IBM did not offer that the business market highly valued.
In 1990, however, Apple’s progress in the business market was largely thwarted by Microsoft’s
introduction of the Windows operating system. This system’s ease of use surpassed MS-DOS
and reduced Apple’s interface advantage. This fact, coupled with the much larger installed
hardware base of IBM compatible machines for which Windows was designed, enabled
Microsoft to beat Apple with Apple’s own ideas, and “Microsoft emerged as the uncontested
leader of the desktop computing world.”51
Growth
Business market expansion resulted in a 30% increase in Apple’s sales from $1,901.9 million in
1986 to $2,661.1 million in 1987.52 Exhibit 6 shows net sales, net income, and the total number
of employees for years 1982-1989. Apple expected this rapid growth to continue, predicting a
more than doubling of revenue to $10 billion annually by the early 1990s.53
As the number of employees increased, there was less time available for Sculley to devote to
day-to-day operations. As the “bureaucracy continues to grow,…there is a limit to how many
engineers can walk directly into Sculley’s office to pitch their ideas.”54
Also, there were constant battles between Apple’s sales, marketing, and engineering
departments. Upper managers were “not all lined up facing in the same direction.”55 “The
technical people didn’t respect the marketing department, the marketing department was
disorganized, and there was little possibility that we could afford all the projects it was working
on.”56 These problems required even more of Sculley’s time.
In an effort to centralize operations and involve Apple’s senior management in day-to-day
decisions, Sculley created a new position of Chief Operation Officer (see Exhibit 7) to which
Yocam was appointed. Sculley hoped that this change would free up more of his own time to
spend on long-term planning. New high-level management positions included vice president of
advanced technology and vice president of U.S. sales and marketing. Sculley doubled the size of
Apple’s field force and the number of employees grew to 10,836.57
CEO
George Buckley
8
Director
James Farrell
3
Director
Herbert Henkel
2
Director
Robert Ulrich
4
Director
Michael Eskew
7
Director
Robert Morrison
3
Director
Aulana Peters
3
Director
Linda Alvarado
3
Director
Edward Liddy
3
Lead Director
Vance Coffman
4
CFO
Patrick Campbell
2
Consumer & Office Business
Joe Harlan
16
Display & Graphics Business
Michael Kelly
Electro & Communications
Joaquin Delgado
2
Health Care Business
Brad Sauer
2
Industrial & Transportation ...
Hak Shin
2
International Operations
Inge Thulin
Research & Development
Frederick Palensky
Safety, Security & Protectio...
Jean Lobey
Human Resource
Angela Lalor
Legal
Marschall Smith
Sales & Marketing
Robert MacDonald
Strategy & Development
Roger Lacey
Designing Organizational Structure
Organizational Structure: Formal system of task and job reporting relationships
Organizational Design: Arrangement of tasks and job relationships that comprise the organizational structure
Routine vs Complicated Technology
Kinds of Technology
Small Batch Production
Organic and Mechanistic Structures
Organic
Dynamic, flexible
Empowered teams
Continuous improvement
Norms and values
Mechanistic
Formal, controlling
Centralized decision-making
Clearly defined tasks
Rules and regulations
With over 76,000 employees, they produce over 55,000 products, including: adhesives, abrasives, laminates, passive fire protection, dental products, electronic materials, medical products [6] electronic circuits and optical films.[7] 3M has operations in more than 60 countries – 29 international companies with manufacturing operations, and 35 with laboratories. 3M products are available for purchase through distributors and retailers in more than 200 countries, and many 3M products are available online directly from the company.
These products attracted larger software houses that developed sophisticated applications for
large business users.
The new Macintosh products and desktop publishing contributed to an expanded business market
for Apple. Nearly half of Apple’s sales and most of its profits came from selling personal
computers and related products to business users. The company now offered product features
that IBM did not offer that the business market highly valued.
In 1990, however, Apple’s progress in the business market was largely thwarted by Microsoft’s
introduction of the Windows operating system. This system’s ease of use surpassed MS-DOS
and reduced Apple’s interface advantage. This fact, coupled with the much larger installed
hardware base of IBM compatible machines for which Windows was designed, enabled
Microsoft to beat Apple with Apple’s own ideas, and “Microsoft emerged as the uncontested
leader of the desktop computing world.”51
Growth
Business market expansion resulted in a 30% increase in Apple’s sales from $1,901.9 million in
1986 to $2,661.1 million in 1987.52 Exhibit 6 shows net sales, net income, and the total number
of employees for years 1982-1989. Apple expected this rapid growth to continue, predicting a
more than doubling of revenue to $10 billion annually by the early 1990s.53
As the number of employees increased, there was less time available for Sculley to devote to
day-to-day operations. As the “bureaucracy continues to grow,…there is a limit to how many
engineers can walk directly into Sculley’s office to pitch their ideas.”54
Also, there were constant battles between Apple’s sales, marketing, and engineering
departments. Upper managers were “not all lined up facing in the same direction.”55 “The
technical people didn’t respect the marketing department, the marketing department was
disorganized, and there was little possibility that we could afford all the projects it was working
on.”56 These problems required even more of Sculley’s time.
In an effort to centralize operations and involve Apple’s senior management in day-to-day
decisions, Sculley created a new position of Chief Operation Officer (see Exhibit 7) to which
Yocam was appointed. Sculley hoped that this change would free up more of his own time to
spend on long-term planning. New high-level management positions included vice president of
advanced technology and vice president of U.S. sales and marketing. Sculley doubled the size of
Apple’s field force and the number of employees grew to 10,836.57
CEO
George Buckley
8
Director
James Farrell
3
Director
Herbert Henkel
2
Director
Robert Ulrich
4
Director
Michael Eskew
7
Director
Robert Morrison
3
Director
Aulana Peters
3
Director
Linda Alvarado
3
Director
Edward Liddy
3
Lead Director
Vance Coffman
4
CFO
Patrick Campbell
2
Consumer & Office Business
Joe Harlan
16
Display & Graphics Business
Michael Kelly
Electro & Communications
Joaquin Delgado
2
Health Care Business
Brad Sauer
2
Industrial & Transportation ...
Hak Shin
2
International Operations
Inge Thulin
Research & Development
Frederick Palensky
Safety, Security & Protectio...
Jean Lobey
Human Resource
Angela Lalor
Legal
Marschall Smith
Sales & Marketing
Robert MacDonald
Strategy & Development
Roger Lacey
Designing Organizational Structure
Organizational Structure: Formal system of task and job reporting relationships
Organizational Design: Arrangement of tasks and job relationships that comprise the organizational structure
Routine vs Complicated Technology
Kinds of Technology
Small Batch Production
Organic and Mechanistic Structures
Organic
Dynamic, flexible
Empowered teams
Continuous improvement
Norms and values
Mechanistic
Formal, controlling
Centralized decision-making
Clearly defined tasks
Rules and regulations
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