abhishreshthaa
Abhijeet S
Organisational Structure of Advance Auto Parts : Advance Auto Parts (NYSE: AAP), headquartered in Roanoke, Virginia,[3] is the second-largest retailer of automotive replacement parts and accessories in the United States. AAP was founded in 1932 and had 2008 sales of approx. $5.1B. AAP operates 3,540 stores in 40 US states and employs over 51,000 Team Members across all operations.
In 2005, Advance Auto Parts purchased Autopart International, Inc. which operates 197 stores along the Atlantic Seaboard.
CEO
Darren Jackson
Chairman of the Board
John Brouillard
Director
William Oglesby
6
Director
John Bergstrom
Director
Francesca Spinelli
2
Director
Carlos Saladrigas
4
Director
Gilbert Ray
Director
Frances Frei
2
Director
Paul Raines
3
Director
Fiona Dias
Development
Tami Kozikowski
CFO
Michael Norona
COO
Kevin Freeland
Customer Development
Elwyn Murray
President
Jimmie Wade
E-Commerce
Scott Bauhofer
Commercial Sales
Donna Broome
Customer Experience
Kenneth Wirth
Legal & Secretary
Sarah Powell
3
Marketing
Greg Johnson
Human Resource
Keith Oreson
CIO
Rick Coro
Merchandising
Charles Tyson
Operations
Mike Pack
Operations - Florida
Kurt Schumacher
Operations, East
Derrick Thomas
Real Estate
Randy Young
Store Support
Michael Marolt
Supply Chain
Chas Scheiderer
Team Member Excellence
Carl Hauch
Control
Jill Livesay
Finance
Judd Nystrom
Geuras and Garofalo (2006) contend that administrative ethics are directly connected with organisation structure and organisational culture as both determine what they are and their importance. The organization chart as a commonplace reflection of the organisation structure informs who reports to whom, the chain of command and the span of control. Evidently, it also manifest that organisations do not function only in accordance with the formal design but , in reality, consists of informal structures that influence communication, decision-making and other important elements of the organisational life. Combined, both formal and informal structures can directly impact individual and group behaviour. On the other hand, organisational culture which comprise of values, assumptions and expectations influence how people think, act and decide. Likewise, organisational cultures have informal components that can be equally influential (p. 98). The pressing issue is that within organisation structure and culture ethics reside and that the widespread agreement of internal desirability varies from organisation to organisation. So, ethical practices may stay at a premium level in structures especially because these are tended to be challenged by individual perception as well as emergent constraints and pressures within the organisation.
In contrast to a tall organisation, a flat organisation will have relatively few layers or just one layer of management. This means that the “Chain of Command” from top to bottom is short and the “span of control is wide”. Due to the small number of management layers, flat organisations are often small organisations.
* More/Greater communication between management and workers.
* Workers may have more than one manager/boss.
* Better team sprit.
* May limit/hinder the growth of the organisation.
* Less bureaucracy and easier decision making.
* Structure limited to small organisations such as partnerships, co-operatives and some private limited companies.
In 2005, Advance Auto Parts purchased Autopart International, Inc. which operates 197 stores along the Atlantic Seaboard.
CEO
Darren Jackson
Chairman of the Board
John Brouillard
Director
William Oglesby
6
Director
John Bergstrom
Director
Francesca Spinelli
2
Director
Carlos Saladrigas
4
Director
Gilbert Ray
Director
Frances Frei
2
Director
Paul Raines
3
Director
Fiona Dias
Development
Tami Kozikowski
CFO
Michael Norona
COO
Kevin Freeland
Customer Development
Elwyn Murray
President
Jimmie Wade
E-Commerce
Scott Bauhofer
Commercial Sales
Donna Broome
Customer Experience
Kenneth Wirth
Legal & Secretary
Sarah Powell
3
Marketing
Greg Johnson
Human Resource
Keith Oreson
CIO
Rick Coro
Merchandising
Charles Tyson
Operations
Mike Pack
Operations - Florida
Kurt Schumacher
Operations, East
Derrick Thomas
Real Estate
Randy Young
Store Support
Michael Marolt
Supply Chain
Chas Scheiderer
Team Member Excellence
Carl Hauch
Control
Jill Livesay
Finance
Judd Nystrom
Geuras and Garofalo (2006) contend that administrative ethics are directly connected with organisation structure and organisational culture as both determine what they are and their importance. The organization chart as a commonplace reflection of the organisation structure informs who reports to whom, the chain of command and the span of control. Evidently, it also manifest that organisations do not function only in accordance with the formal design but , in reality, consists of informal structures that influence communication, decision-making and other important elements of the organisational life. Combined, both formal and informal structures can directly impact individual and group behaviour. On the other hand, organisational culture which comprise of values, assumptions and expectations influence how people think, act and decide. Likewise, organisational cultures have informal components that can be equally influential (p. 98). The pressing issue is that within organisation structure and culture ethics reside and that the widespread agreement of internal desirability varies from organisation to organisation. So, ethical practices may stay at a premium level in structures especially because these are tended to be challenged by individual perception as well as emergent constraints and pressures within the organisation.
In contrast to a tall organisation, a flat organisation will have relatively few layers or just one layer of management. This means that the “Chain of Command” from top to bottom is short and the “span of control is wide”. Due to the small number of management layers, flat organisations are often small organisations.
* More/Greater communication between management and workers.
* Workers may have more than one manager/boss.
* Better team sprit.
* May limit/hinder the growth of the organisation.
* Less bureaucracy and easier decision making.
* Structure limited to small organisations such as partnerships, co-operatives and some private limited companies.
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