netrashetty
Netra Shetty
Organisational Structure of Aflac : Aflac Incorporated is the largest provider of supplemental insurance in the United States,[1] founded in 1955 and based in MidTown Columbus, Georgia. In the United States, Aflac underwrites a wide range of insurance policies, but is perhaps best known for its payroll deduction insurance coverage, which pay cash benefits when a policyholder has a covered accident or illness. In Japan, the company is the second largest insurer overall and the largest life insurer,[2] and is also well known for its supplemental medical policies. Aflac currently is the number one Supplemental Health provider in the U.S. followed closely by Allstate Workplace Division. Aflac employs many people in Columbus and its other locations. Aflac has one of the largest field forces with over 70,000 agents in the U.S. In 2009 Aflac acquired Continental American Insurance Company to expand its coverage beyond voluntary benefits alone.
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2
CEO
Daniel Amos
20
Director
Robert Johnson
10
Director
Robert Wright
3
Director
Douglas Johnson
17
Director
David Thompson
Director
Yoshiro Aoki
Director
Marvin Schuster
Director
Barbara Rimer
2
Director
Michael Armacost
Director
John Amos
2
Director
Joe Harris
Director
Elizabeth Hudson
Director
Charles Knapp
Director
Stephen Purdom
Aflac Group Insurance
Christian Goodall
Aflac Japan
Charles Lake
2
Administration
Teresa White
Services
Audrey Tillman
Legal & Secretary
Joey Loudermilk
Japan
Hisayuki Shinkai
Communicorp
James Woodall
COO & US Operations
Paul Amos
3
CFO
Kriss Cloninger
Aflac Japan
Tohru Tonoike
Business Services
Eric Seldon
3
CIO
Gerald Shields
Investment Management
Jeremy Jeffery
Co-Head Sales
Thomas Giddens
Customer Assurance
Laree Daniel
Sales
Ronald Sanders
Governmental Relations
Phillip Friou
Federal Relations
David Pringle
2
Finance, Actuary & Investmen...
Yuji Arai
Government Affairs & Research
Tomomichi Ito
Human Resources
Janet Baker
Human Resources
Yosuke Miwa
4
Investment Strategy & Risk M...
William Wright
Marketing
Jeff Charney
Office of the COO
Angela Kates
Financial
Ralph Rogers
3
Administration, Japan
Hiroshi Yamauchi
Aflac Japan
Susan Blanck
Sales & Marketing
Takaaki Matsumoto
Administration, Japan
Jun Isonaka
Deputy CFO
Kenneth Janke
Marketing & Sales, Japan
Koji Ariyoshi
3
Legal
Andrew Conrad
CIO, Japan
Yukio Fukushima
Financial Reporting
Peter Adams
Investor Relations
Robin Wilkey
Sales Operations
Bob Ottman
International Strategy
John Moorefield
In the current findings based on scholarly research, organizational behavior constantly changing due to various factors and variables involve. According to Denise Rousseau (1997), “the central problems in organizational behavior are influenced by changes in organization themselves”. Since, organization is changing it logically follows the changes in organizational behavior. This concept may cover a wide range of subjects, methods, approaches and perspectives. This may ranges from the use of management theories, organizational culture, individuality, decision-making, politics, power, leadership, conflict, and management change. This wide range of subject matters capsulated in a single term “organizational behavior” is but essential to the growth of an established and global corporation. The stability and status of organizational behavior within an organization underlines the process on how to meet the expected goal and vision of the organization.
Scientific Management
“The principal object of management should be to ensure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee (Taylor, 2003, 235)”.
This is the cardinal rule of the scientific management which underscored the traditional management system of the “rule-of-thumb”. For Taylor, there four principles that would ensure an effective management: (1) Develop a science for each element of a man’s work, which replaces the old rule-of-thumb. (2) Scientifically select and then train, teach and develop the workman, whereas in the past he chose his work and trained himself as best as he could. (3) Heartily cooperate with the men so as to ensure all of the work being done in accordance with the principles of the science which has been developed. (4) Equal distribution of the work and responsibility between the management and the workmen. This management became effective in the modern era and the rapid influence of such theory reaches the door of Japan and other developing countries. This significant theory arise organizations and corporations to be more productive and plummeted profit and income.
Organizations that are spread over a wide area may find advantages in organizing along geographic lines so that all the activities performed in a region are managed together. In a large organization, simple physical separation makes centralized coordination more difficult. Also, important characteristics of a region may make it advantageous to promote a local focus. For example, marketing a product in Western Europe may have different requirements than marketing the same product in Southeast Asia. Companies that market products globally sometimes adopt a geographic structure. In addition, experience gained in a regional division is often excellent training for management at higher levels.
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Confirm Cancel
2
CEO
Daniel Amos
20
Director
Robert Johnson
10
Director
Robert Wright
3
Director
Douglas Johnson
17
Director
David Thompson
Director
Yoshiro Aoki
Director
Marvin Schuster
Director
Barbara Rimer
2
Director
Michael Armacost
Director
John Amos
2
Director
Joe Harris
Director
Elizabeth Hudson
Director
Charles Knapp
Director
Stephen Purdom
Aflac Group Insurance
Christian Goodall
Aflac Japan
Charles Lake
2
Administration
Teresa White
Services
Audrey Tillman
Legal & Secretary
Joey Loudermilk
Japan
Hisayuki Shinkai
Communicorp
James Woodall
COO & US Operations
Paul Amos
3
CFO
Kriss Cloninger
Aflac Japan
Tohru Tonoike
Business Services
Eric Seldon
3
CIO
Gerald Shields
Investment Management
Jeremy Jeffery
Co-Head Sales
Thomas Giddens
Customer Assurance
Laree Daniel
Sales
Ronald Sanders
Governmental Relations
Phillip Friou
Federal Relations
David Pringle
2
Finance, Actuary & Investmen...
Yuji Arai
Government Affairs & Research
Tomomichi Ito
Human Resources
Janet Baker
Human Resources
Yosuke Miwa
4
Investment Strategy & Risk M...
William Wright
Marketing
Jeff Charney
Office of the COO
Angela Kates
Financial
Ralph Rogers
3
Administration, Japan
Hiroshi Yamauchi
Aflac Japan
Susan Blanck
Sales & Marketing
Takaaki Matsumoto
Administration, Japan
Jun Isonaka
Deputy CFO
Kenneth Janke
Marketing & Sales, Japan
Koji Ariyoshi
3
Legal
Andrew Conrad
CIO, Japan
Yukio Fukushima
Financial Reporting
Peter Adams
Investor Relations
Robin Wilkey
Sales Operations
Bob Ottman
International Strategy
John Moorefield
In the current findings based on scholarly research, organizational behavior constantly changing due to various factors and variables involve. According to Denise Rousseau (1997), “the central problems in organizational behavior are influenced by changes in organization themselves”. Since, organization is changing it logically follows the changes in organizational behavior. This concept may cover a wide range of subjects, methods, approaches and perspectives. This may ranges from the use of management theories, organizational culture, individuality, decision-making, politics, power, leadership, conflict, and management change. This wide range of subject matters capsulated in a single term “organizational behavior” is but essential to the growth of an established and global corporation. The stability and status of organizational behavior within an organization underlines the process on how to meet the expected goal and vision of the organization.
Scientific Management
“The principal object of management should be to ensure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee (Taylor, 2003, 235)”.
This is the cardinal rule of the scientific management which underscored the traditional management system of the “rule-of-thumb”. For Taylor, there four principles that would ensure an effective management: (1) Develop a science for each element of a man’s work, which replaces the old rule-of-thumb. (2) Scientifically select and then train, teach and develop the workman, whereas in the past he chose his work and trained himself as best as he could. (3) Heartily cooperate with the men so as to ensure all of the work being done in accordance with the principles of the science which has been developed. (4) Equal distribution of the work and responsibility between the management and the workmen. This management became effective in the modern era and the rapid influence of such theory reaches the door of Japan and other developing countries. This significant theory arise organizations and corporations to be more productive and plummeted profit and income.
Organizations that are spread over a wide area may find advantages in organizing along geographic lines so that all the activities performed in a region are managed together. In a large organization, simple physical separation makes centralized coordination more difficult. Also, important characteristics of a region may make it advantageous to promote a local focus. For example, marketing a product in Western Europe may have different requirements than marketing the same product in Southeast Asia. Companies that market products globally sometimes adopt a geographic structure. In addition, experience gained in a regional division is often excellent training for management at higher levels.
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