netrashetty
Netra Shetty
Advanced Micro Devices, Inc. (AMD; NYSE: AMD) is an American multinational semiconductor company based in Sunnyvale, California, that develops computer processors and related technologies for commercial and consumer markets. Its main products include microprocessors, motherboard chipsets, embedded processors and graphics processors for servers, workstations and personal computers, and processor technologies for handheld devices, digital television, automobiles, game consoles, and other embedded systems applications.
AMD is the second-largest global supplier of microprocessors based on the x86 architecture and also one of the largest supplier of graphics processing units. It also owns 8.6% of Spansion, a supplier of non-volatile flash memory.[2] In 2009, AMD ranked eighth among semiconductor manufacturers in terms of revenue
2
Interim CEO & CFO
Thomas Seifert
2
Chairman of the Board
Bruce Claflin
3
Director
Paulett Eberhart
6
Director
John Caldwell
9
Director
Michael Barnes
2
Director
Robert Palmer
Director
Waleed Al Muhairi
5
Director
Craig Conway
3
Director
Nicholas Donofrio
Marketing
Nigel Dessau
Technology Development
Chekib Akrout
Operations & Administration
Robert Rivet
2
Legal & Public Affairs
Thomas McCoy
Sales
Emilio Ghilardi
Strategy
Marty Seyer
Products Group
Rick Bergman
Human Resources & Talent
Allen Sockwell
CIO
Ahmed Mahmoud
These three variables played an important role in the development and growth of a certain organization. First, the presence of power in an organization cannot be denied, since a leadership skills is recognized and promotion is availed, this process clearly purports an ascribed power in a certain organization. Like any fields, power suggestive of authority and manipulation. Since, for instance, a manager decided to implement a “new concept” policy, the organization, as a body of people, must and forced to follow even some are having their reservations. In this case, power is clear as a medium to implement certain policy. With this power comes conflict. The tendency is that, with the power involved between higher ranking officers, conflict may arise because of given vested interests. Herein, politics, play an important role in the organizational structure, though, in some organization this can be implicitly seen, however, most of the organizations especially those who are driven with personal ambition and interests are blanketed with the play of politics.
Trickeries, political maneuvering, and manipulation tend to create conflict among organizations personnel. In this manner, this can bring fatal injury to the growth of the organization itself. If and when this condition perseveres, tendency is that organizational culture and disembodiment of individuals on the level of behavior, attitude, and culture might vanish.
This condition is not new; however, to remedy such the need of strategic and standardized approaches should be taken into account. Like in scientific management, this process should be considered in the level of the human resource management, in which management should monitor the condition and atmosphere of the organization. The responsibility is in the hands of those assigned people capable of resolving if this condition will arise.
Management Change
This principle is not even new to any organization. However, what is new in this is how an organization implements strategic procedures for a management change. The process of reengineering is very significant in this issue.
AMD is the second-largest global supplier of microprocessors based on the x86 architecture and also one of the largest supplier of graphics processing units. It also owns 8.6% of Spansion, a supplier of non-volatile flash memory.[2] In 2009, AMD ranked eighth among semiconductor manufacturers in terms of revenue
2
Interim CEO & CFO
Thomas Seifert
2
Chairman of the Board
Bruce Claflin
3
Director
Paulett Eberhart
6
Director
John Caldwell
9
Director
Michael Barnes
2
Director
Robert Palmer
Director
Waleed Al Muhairi
5
Director
Craig Conway
3
Director
Nicholas Donofrio
Marketing
Nigel Dessau
Technology Development
Chekib Akrout
Operations & Administration
Robert Rivet
2
Legal & Public Affairs
Thomas McCoy
Sales
Emilio Ghilardi
Strategy
Marty Seyer
Products Group
Rick Bergman
Human Resources & Talent
Allen Sockwell
CIO
Ahmed Mahmoud
These three variables played an important role in the development and growth of a certain organization. First, the presence of power in an organization cannot be denied, since a leadership skills is recognized and promotion is availed, this process clearly purports an ascribed power in a certain organization. Like any fields, power suggestive of authority and manipulation. Since, for instance, a manager decided to implement a “new concept” policy, the organization, as a body of people, must and forced to follow even some are having their reservations. In this case, power is clear as a medium to implement certain policy. With this power comes conflict. The tendency is that, with the power involved between higher ranking officers, conflict may arise because of given vested interests. Herein, politics, play an important role in the organizational structure, though, in some organization this can be implicitly seen, however, most of the organizations especially those who are driven with personal ambition and interests are blanketed with the play of politics.
Trickeries, political maneuvering, and manipulation tend to create conflict among organizations personnel. In this manner, this can bring fatal injury to the growth of the organization itself. If and when this condition perseveres, tendency is that organizational culture and disembodiment of individuals on the level of behavior, attitude, and culture might vanish.
This condition is not new; however, to remedy such the need of strategic and standardized approaches should be taken into account. Like in scientific management, this process should be considered in the level of the human resource management, in which management should monitor the condition and atmosphere of the organization. The responsibility is in the hands of those assigned people capable of resolving if this condition will arise.
Management Change
This principle is not even new to any organization. However, what is new in this is how an organization implements strategic procedures for a management change. The process of reengineering is very significant in this issue.
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