netrashetty
Netra Shetty
Advanced Processing & Imaging (API) is a software developer of electronic document management (EDM), enterprise content management (ECM), records management, workflow and business process management (BPM) solutions for public and private organizations across a range of industries [1]. API is headquartered in Deerfield Beach, Florida. The company is a certified IBM Business Partner [2] and Microsoft Gold Partner [3], and maintains relationships with other leading technology companies to provide customers with complete document management and content management solutions.
CEO
Thomas Voss
Chairman of the Board
Gary Rainwater
2
Director
Gayle Jackson
15
Director
James Johnson
Director
Jack Woodard
2
Director
Walter Galvin
2
Director
Stephen Brauer
4
Director
Patrick Stokes
Director
Susan Elliott
2
Director
Ellen Fitzsimmons
12
Director
Stephen Wilson
Director
Charles Mueller
Director
Harvey Saligman
3
Director
Douglas Oberhelman
Ameren CILCO, AmerenCIPS, A...
Scott Cisel
AmerenEnergy Resources
Charles Naslund
AmerenUE
Warner Baxter
4
AmerenEnergy Fuels & Services
Michael Mueller
AmerenEnergy Marketing
Andrew Serri
CFO
Martin Lyons
Planning & Business Risk
Michael Moehn
2
Administration & Ameren Serv...
Daniel Cole
Human Resources
Donna Martin
Communications & Brand
Karen Foss
Legal
Steven Sullivan
Control
Bruce Steinke
Aside from the said characteristics of the organizational design of the hospital, the organization enables them to communicate in more personal way. Due to the fact that Boone Hospital Center caters to the needs of their patient for proper health care, it is important for them to communicate in order to know if the different functional areas are doing their jobs according to the overall goal of the hospital as well as if it is following the different rules that are abiding the entire organization. Each department head communicates to the President in order to ensure that the hospital communication is barrier free. This enables them to do their clinical decision in departmental level using the decentralized framework of the organization.
The organizational structure also helps the president to communicate to their board of trustees or the functional areas that handles the financial aspects of the hospital.
Missions and Strategies
The main mission of the hospital is to improve the health of the people as well as the communities that they are serving. In order to meet or implement their mission, they are doing their different strategies that can help to improve and maintain the efficiency of their services. The structural design of the organization which focus on the horizontal organization and functional grouping of department have helped the company to meet their mission as well as support their different strategies. Due to the fact that there are different department or authorities who handles the case of the customer and services, it can help them to add satisfaction for the said two most important entities in the hospital: the patient, that considered as the customer or the source of income of the hospital, and the employees or staffs who serves the patients and considered as a medium for the hospital to gain their income. It had also helped the hospital to focus on different important areas of medicine with the use of modern and hi-tech tools and medical instruments.
here are multiple structural variations that organizations can take on, but there are a few basic principles that apply and a small number of common patterns. The following sections explain these patterns and provide the historical context from which some of them arose. The first section addresses organizational structure in the twentieth century. The second section provides additional details of traditional, vertically-arranged organizational structures. This is followed by descriptions of several alternate organizational structures including those arranged by product, function, and geographical or product markets. Next is a discussion of combination structures, or matrix organizations. The discussion concludes by addressing emerging and potential future organizational structures.
ORGANIZATIONAL STRUCTURE
DURING THE TWENTIETH CENTURY
Understanding the historical context from which some of today's organizational structures have developed helps to explain why some structures are the way they are. For instance, why are the old, but still operational steel mills such as U.S. Steel and Bethlehem Steel structured using vertical hierarchies? Why are newer steel mini-mills such as Chaparral Steel structured more horizontally, capitalizing on the innovativeness of their employees? Part of the reason, as this section discusses, is that organizational structure has a certain inertia—the idea borrowed from physics and chemistry that something in motion tends to continue on that same path. Changing an organization's structure is a daunting managerial task, and the immensity of such a project is at least partly responsible for why organizational structures change infrequently.
At the beginning of the twentieth century the United States business sector was thriving. Industry was shifting from job-shop manufacturing to mass production, and thinkers like Frederick Taylor in the United States and Henri Fayol in France studied the new systems and developed principles to determine how to structure organizations for the greatest efficiency and productivity, which in their view was very much like a machine. Even before this, German sociologist and engineer Max Weber had concluded that when societies embrace capitalism, bureaucracy is the inevitable result. Yet, because his writings were not translated into English until 1949, Weber's work had little influence on American management practice until the middle of the twentieth century
CEO
Thomas Voss
Chairman of the Board
Gary Rainwater
2
Director
Gayle Jackson
15
Director
James Johnson
Director
Jack Woodard
2
Director
Walter Galvin
2
Director
Stephen Brauer
4
Director
Patrick Stokes
Director
Susan Elliott
2
Director
Ellen Fitzsimmons
12
Director
Stephen Wilson
Director
Charles Mueller
Director
Harvey Saligman
3
Director
Douglas Oberhelman
Ameren CILCO, AmerenCIPS, A...
Scott Cisel
AmerenEnergy Resources
Charles Naslund
AmerenUE
Warner Baxter
4
AmerenEnergy Fuels & Services
Michael Mueller
AmerenEnergy Marketing
Andrew Serri
CFO
Martin Lyons
Planning & Business Risk
Michael Moehn
2
Administration & Ameren Serv...
Daniel Cole
Human Resources
Donna Martin
Communications & Brand
Karen Foss
Legal
Steven Sullivan
Control
Bruce Steinke
Aside from the said characteristics of the organizational design of the hospital, the organization enables them to communicate in more personal way. Due to the fact that Boone Hospital Center caters to the needs of their patient for proper health care, it is important for them to communicate in order to know if the different functional areas are doing their jobs according to the overall goal of the hospital as well as if it is following the different rules that are abiding the entire organization. Each department head communicates to the President in order to ensure that the hospital communication is barrier free. This enables them to do their clinical decision in departmental level using the decentralized framework of the organization.
The organizational structure also helps the president to communicate to their board of trustees or the functional areas that handles the financial aspects of the hospital.
Missions and Strategies
The main mission of the hospital is to improve the health of the people as well as the communities that they are serving. In order to meet or implement their mission, they are doing their different strategies that can help to improve and maintain the efficiency of their services. The structural design of the organization which focus on the horizontal organization and functional grouping of department have helped the company to meet their mission as well as support their different strategies. Due to the fact that there are different department or authorities who handles the case of the customer and services, it can help them to add satisfaction for the said two most important entities in the hospital: the patient, that considered as the customer or the source of income of the hospital, and the employees or staffs who serves the patients and considered as a medium for the hospital to gain their income. It had also helped the hospital to focus on different important areas of medicine with the use of modern and hi-tech tools and medical instruments.
here are multiple structural variations that organizations can take on, but there are a few basic principles that apply and a small number of common patterns. The following sections explain these patterns and provide the historical context from which some of them arose. The first section addresses organizational structure in the twentieth century. The second section provides additional details of traditional, vertically-arranged organizational structures. This is followed by descriptions of several alternate organizational structures including those arranged by product, function, and geographical or product markets. Next is a discussion of combination structures, or matrix organizations. The discussion concludes by addressing emerging and potential future organizational structures.
ORGANIZATIONAL STRUCTURE
DURING THE TWENTIETH CENTURY
Understanding the historical context from which some of today's organizational structures have developed helps to explain why some structures are the way they are. For instance, why are the old, but still operational steel mills such as U.S. Steel and Bethlehem Steel structured using vertical hierarchies? Why are newer steel mini-mills such as Chaparral Steel structured more horizontally, capitalizing on the innovativeness of their employees? Part of the reason, as this section discusses, is that organizational structure has a certain inertia—the idea borrowed from physics and chemistry that something in motion tends to continue on that same path. Changing an organization's structure is a daunting managerial task, and the immensity of such a project is at least partly responsible for why organizational structures change infrequently.
At the beginning of the twentieth century the United States business sector was thriving. Industry was shifting from job-shop manufacturing to mass production, and thinkers like Frederick Taylor in the United States and Henri Fayol in France studied the new systems and developed principles to determine how to structure organizations for the greatest efficiency and productivity, which in their view was very much like a machine. Even before this, German sociologist and engineer Max Weber had concluded that when societies embrace capitalism, bureaucracy is the inevitable result. Yet, because his writings were not translated into English until 1949, Weber's work had little influence on American management practice until the middle of the twentieth century
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