netrashetty
Netra Shetty
Organisational Structure of Aetna : Aetna, Inc. (NYSE: AET) is an American health insurance company, providing a range of traditional and consumer directed health care insurance products and related services, including medical, pharmaceutical, dental, behavioral health, group life, long-term care, and disability plans, and medical management capabilities. Aetna is a member of the Fortune 100.
President
Dov Charney
Director
Mark Samson
2
Director
Mark Thornton
Director
Keith Miller
Director
Allan Mayer
Director
Lyndon Lea
3
Director
Robert Greene
3
Director
Neil Richardson
4
Acting President
Thomas Casey
CFO
Adrian Kowalewski
2
Manufacturing
Martin Bailey
Legal & Secretary
Glenn Weinman
One indestructible goal of man is to make himself survive against all odds. This perseverance rooted from conscious desire of preserving one’s precious and valuable life. Since time immemorial, we are sufficiently fed with significant information about the evolution of civilizations and at the same time man’s struggles to survive. Tracing back our historical topography, the contours of historical map are evident and explicit in our minds. Herein, give us clear and bright understanding of our own historical make-up. Although, the main sanctuary of tracing our identities and human survival is history, we cannot but succumbed to some historical make-over by historical conspirators, victimizing our fragile sentient.
The historical antecedents as well as the precedents allow us to conjure our strengths to follow the significant footsteps of our forefathers in their struggle of instituting a civilization which represent their investment for labor and work. The transmission of knowledge and historical facts lead us to recognize the value of our ancestors’ struggle to establish a world that is conducive for living. The unending struggle to fight for the right and against oppression, abuse, and slavery are embossed in the map of history, chronologically designed and evaluated rigorously.
In this line of thought, we are brought, with enough historical evidences that the omnipresence of labor and work is indeed born along the creation of life. It is fitting to remember how Israelites suffered from persecution and slavery in the hands of the Egyptian Pharaoh. Israelites were forced to build grand houses and pyramids for the Egyptian elites. Egyptians unsystematic mode of organizing and maltreatment of Israelites brought them to damnation afflicted by God’s own wrath.
Though, it was a biblical account, its historicity is valid. Here we can argue that even in those times work is necessary and sometimes subject for abuse. From the primitive up to this post-modern era, work is man’s given responsibility.
traditional bureaucratic structures, there is a tendency to increase task specialization as the organization grows larger. In grouping jobs into departments, the manager must decide the basis on which to group them. The most common basis, at least until the last few decades, was by function. For example, all accounting jobs in the organization can be grouped into an accounting department, all engineers can be grouped into an engineering department, and so on. The size of the groupings also can range from small to large depending on the number of people the managers supervise. The degree to which authority is distributed throughout the organization can vary as well, but traditionally structured organizations typically vest final decision-making authority by those highest in the vertically structured hierarchy. Even as pressures to include employees in decision-making increased during the 1950s and 1960s, final decisions usually were made by top management. The traditional model of organizational structure is thus characterized by high job specialization, functional departments, narrow spans of control, and centralized authority. Such a structure has been referred to as traditional, classical, bureaucratic, formal, mechanistic, or command and control. A structure formed by choices at the opposite end of the spectrum for each design decision is called unstructured, informal, or organic.
The traditional model of organizational structure is easily represented in a graphical form by an organizational chart. It is a hierarchical or pyramidal structure with a president or other executive at the top, a small number of vice presidents or senior managers under the president, and several layers of management below this, with the majority of employees at the bottom of the pyramid. The number of management layers depends largely on the size of the organization. The jobs in the traditional organizational structure usually are grouped by function into departments such as accounting, sales, human resources, and so. Figures 1a and 1b illustrate such an organization grouped by functional areas of operations, marketing and finance.
President
Dov Charney
Director
Mark Samson
2
Director
Mark Thornton
Director
Keith Miller
Director
Allan Mayer
Director
Lyndon Lea
3
Director
Robert Greene
3
Director
Neil Richardson
4
Acting President
Thomas Casey
CFO
Adrian Kowalewski
2
Manufacturing
Martin Bailey
Legal & Secretary
Glenn Weinman
One indestructible goal of man is to make himself survive against all odds. This perseverance rooted from conscious desire of preserving one’s precious and valuable life. Since time immemorial, we are sufficiently fed with significant information about the evolution of civilizations and at the same time man’s struggles to survive. Tracing back our historical topography, the contours of historical map are evident and explicit in our minds. Herein, give us clear and bright understanding of our own historical make-up. Although, the main sanctuary of tracing our identities and human survival is history, we cannot but succumbed to some historical make-over by historical conspirators, victimizing our fragile sentient.
The historical antecedents as well as the precedents allow us to conjure our strengths to follow the significant footsteps of our forefathers in their struggle of instituting a civilization which represent their investment for labor and work. The transmission of knowledge and historical facts lead us to recognize the value of our ancestors’ struggle to establish a world that is conducive for living. The unending struggle to fight for the right and against oppression, abuse, and slavery are embossed in the map of history, chronologically designed and evaluated rigorously.
In this line of thought, we are brought, with enough historical evidences that the omnipresence of labor and work is indeed born along the creation of life. It is fitting to remember how Israelites suffered from persecution and slavery in the hands of the Egyptian Pharaoh. Israelites were forced to build grand houses and pyramids for the Egyptian elites. Egyptians unsystematic mode of organizing and maltreatment of Israelites brought them to damnation afflicted by God’s own wrath.
Though, it was a biblical account, its historicity is valid. Here we can argue that even in those times work is necessary and sometimes subject for abuse. From the primitive up to this post-modern era, work is man’s given responsibility.
traditional bureaucratic structures, there is a tendency to increase task specialization as the organization grows larger. In grouping jobs into departments, the manager must decide the basis on which to group them. The most common basis, at least until the last few decades, was by function. For example, all accounting jobs in the organization can be grouped into an accounting department, all engineers can be grouped into an engineering department, and so on. The size of the groupings also can range from small to large depending on the number of people the managers supervise. The degree to which authority is distributed throughout the organization can vary as well, but traditionally structured organizations typically vest final decision-making authority by those highest in the vertically structured hierarchy. Even as pressures to include employees in decision-making increased during the 1950s and 1960s, final decisions usually were made by top management. The traditional model of organizational structure is thus characterized by high job specialization, functional departments, narrow spans of control, and centralized authority. Such a structure has been referred to as traditional, classical, bureaucratic, formal, mechanistic, or command and control. A structure formed by choices at the opposite end of the spectrum for each design decision is called unstructured, informal, or organic.
The traditional model of organizational structure is easily represented in a graphical form by an organizational chart. It is a hierarchical or pyramidal structure with a president or other executive at the top, a small number of vice presidents or senior managers under the president, and several layers of management below this, with the majority of employees at the bottom of the pyramid. The number of management layers depends largely on the size of the organization. The jobs in the traditional organizational structure usually are grouped by function into departments such as accounting, sales, human resources, and so. Figures 1a and 1b illustrate such an organization grouped by functional areas of operations, marketing and finance.
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