netrashetty
Netra Shetty
Organisational Structure of AES Corporation : AES Corporation (NYSE: AES) is a Fortune 500 company that generates and distributes electrical power. It was founded on January 28, 1981, as Applied Energy Services[3] by Roger Sant from the US Federal Energy Administration and Dennis Bakke from the Office of Management and Budget. It is headquartered in Arlington, Virginia. AES Corporation is one of the world's leading power companies, generating and distributing electric power in 31 countries and employing 27,000 people worldwide.
In 2008, AES Corporation's total revenue was 16.1 Billion, of which $9.11B came from the company's Power Generation division,and $6.99B from Utilities.[4]
In April 2010, AES Wind Generation, a wholly-owned subsidiary of AES, acquired UK-based wind developer Your Energy (YEL) and has also signed an agreement to buy a 51% stake in a wind portfolio from 3E, a Polish wind developer. This move will add more than 700MW to AES Wind Generation’s European pipeline.
The structure of every organization is unique in some respects, but all organizational structures develop or are consciously designed to enable the organization to accomplish its work. Typically, the structure of an organization evolves as the organization grows and changes over time.
Researchers generally identify four basic decisions that managers have to make as they develop an organizational structure, although they may not be explicitly aware of these decisions. First, the organization's work must be divided into specific jobs. This is referred to as the division of labor. Second, unless the organization is very small, the jobs must be grouped in some way, which is called departmentalization. Third, the number of people and jobs that are to be grouped together must be decided. This is related to the number of people that are to be managed by one person, or the span of control—the number of employees reporting to a single manager. Fourth, the way decision-making authority is to be distributed must be determined.
In making each of these design decisions, a range of choices are possible. At one end of the spectrum, jobs are highly specialized with employees performing a narrow range of activities, while at the other end of the spectrum employees perform a variety of tasks.
CEO
Richard Dauch
Director
Larry Switzer
Director
Elizabeth Chappell
18
Director
William Miller
2
Director
Henry Yang
3
Director
Thomas Walker
2
Director
Forest Farmer
Director
Richard Lappin
Director
Salvatore Bonanno
CFO
Michael Simonte
Investor Relations & Marketi...
Christopher Son
Human Resources
Terri Kemp
Office of the President
Brian McPartlin
Procurement & Supply Chain
Lance Reinhard
Operations
John Bellanti
COO
David Dauch
CTO
Yogendra Rahangdale
Manufacturing Services
Thomas Szymanski
Strategic & Business Develop...
Alberto Satine
India
Anand Ganguly
India
Francis Leho
14
Development, Europe
William Smith
8
Aftermarket & Specialty Proj...
Michael Flynn
Asia
Steven Proctor
Americas
John Jerge
Europe
David Culton
Americas Operations
Inacio Moriguchi
Commercial Vehicle
John Sofia
2
Engineering & Product Develo...
Mark Barrett
CIO
Abdallah Shanti
Quality & Customer Satisfact...
Allan Monich
Special Projects
Richard Rossman
Communication
David Tworek
Metal Formed Products
Norman Willemse
12
Program Management & Launch
Kevin Smith
The structural design that was used in grouping was the functional group. There are 5 main functions that are available in the organization: the chief operating office; the patient care services; the patient and employee services; the CMO; and the management and affiliation management. The structure of the hospital was divided in different function in order to give focus on the most important part of the processes of the company as a whole. The main advantage of the functional grouping is that it enables the hospital to develop each important function that can help to improve its operation as a whole. It enables the staffs and employees from one functional area to focus on their task therefore; it can help them to improve their services for the benefits of their patients.
Different functional areas are treated as autonomous from the other, by doing this; it can help the hospital to accomplish their goal on their own. For example, the patient care is considered as the most important area of the hospital, because it focuses on the medical services for the patients, therefore, it is good for the patient care services to decide on their own, because they are the one who has the profound knowledge when it comes to the said area. This is just the same as the chief operating office and so on.
In 2008, AES Corporation's total revenue was 16.1 Billion, of which $9.11B came from the company's Power Generation division,and $6.99B from Utilities.[4]
In April 2010, AES Wind Generation, a wholly-owned subsidiary of AES, acquired UK-based wind developer Your Energy (YEL) and has also signed an agreement to buy a 51% stake in a wind portfolio from 3E, a Polish wind developer. This move will add more than 700MW to AES Wind Generation’s European pipeline.
The structure of every organization is unique in some respects, but all organizational structures develop or are consciously designed to enable the organization to accomplish its work. Typically, the structure of an organization evolves as the organization grows and changes over time.
Researchers generally identify four basic decisions that managers have to make as they develop an organizational structure, although they may not be explicitly aware of these decisions. First, the organization's work must be divided into specific jobs. This is referred to as the division of labor. Second, unless the organization is very small, the jobs must be grouped in some way, which is called departmentalization. Third, the number of people and jobs that are to be grouped together must be decided. This is related to the number of people that are to be managed by one person, or the span of control—the number of employees reporting to a single manager. Fourth, the way decision-making authority is to be distributed must be determined.
In making each of these design decisions, a range of choices are possible. At one end of the spectrum, jobs are highly specialized with employees performing a narrow range of activities, while at the other end of the spectrum employees perform a variety of tasks.
CEO
Richard Dauch
Director
Larry Switzer
Director
Elizabeth Chappell
18
Director
William Miller
2
Director
Henry Yang
3
Director
Thomas Walker
2
Director
Forest Farmer
Director
Richard Lappin
Director
Salvatore Bonanno
CFO
Michael Simonte
Investor Relations & Marketi...
Christopher Son
Human Resources
Terri Kemp
Office of the President
Brian McPartlin
Procurement & Supply Chain
Lance Reinhard
Operations
John Bellanti
COO
David Dauch
CTO
Yogendra Rahangdale
Manufacturing Services
Thomas Szymanski
Strategic & Business Develop...
Alberto Satine
India
Anand Ganguly
India
Francis Leho
14
Development, Europe
William Smith
8
Aftermarket & Specialty Proj...
Michael Flynn
Asia
Steven Proctor
Americas
John Jerge
Europe
David Culton
Americas Operations
Inacio Moriguchi
Commercial Vehicle
John Sofia
2
Engineering & Product Develo...
Mark Barrett
CIO
Abdallah Shanti
Quality & Customer Satisfact...
Allan Monich
Special Projects
Richard Rossman
Communication
David Tworek
Metal Formed Products
Norman Willemse
12
Program Management & Launch
Kevin Smith
The structural design that was used in grouping was the functional group. There are 5 main functions that are available in the organization: the chief operating office; the patient care services; the patient and employee services; the CMO; and the management and affiliation management. The structure of the hospital was divided in different function in order to give focus on the most important part of the processes of the company as a whole. The main advantage of the functional grouping is that it enables the hospital to develop each important function that can help to improve its operation as a whole. It enables the staffs and employees from one functional area to focus on their task therefore; it can help them to improve their services for the benefits of their patients.
Different functional areas are treated as autonomous from the other, by doing this; it can help the hospital to accomplish their goal on their own. For example, the patient care is considered as the most important area of the hospital, because it focuses on the medical services for the patients, therefore, it is good for the patient care services to decide on their own, because they are the one who has the profound knowledge when it comes to the said area. This is just the same as the chief operating office and so on.
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