netrashetty
Netra Shetty
Organisational Structure of Air Products & Chemicals : Air Products and Chemicals, Inc. (NYSE: APD) is an international corporation whose principal business is selling gases and chemicals for industrial uses. Air Products' headquarters is in Allentown, Pennsylvania, in the Lehigh Valley region of Pennsylvania, in the United States. Air Products is the Lehigh Valley's third largest employer, after Lehigh Valley Hospital and St. Luke's Hospital.
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CEO
John McGlade
6
Director
Lawrence Smith
Director
Margaret McGlynn
17
Director
William Davis
4
Director
Evert Henkes
4
Director
Douglas Ford
4
Director
Michael Donahue
4
Director
Ursula Fairbairn
3
Director
Edward Hagenlocker
2
Director
Mario Baeza
2
Director
Chadwick Deaton
CFO
Paul Huck
Secretary
Mary Afflerbach
2
Legal
John Stanley
9
Tonnage Gases & Equipment & ...
Stephen Jones
3
Merchant Gases
Robert Dixon
Human Resources & Communicat...
Lynn Minella
Supply Chain
John Marsland
CTO
Montgomery Alger
Global Electronics
Corning Painter
CIO
Richard Boocock
International
Michael Olivares
Control
Scott Crocco
Continuous Improvement
Alexander Masetti
Tax
Charles Stinner
Treasurer & Risk
George Bitto
Sales Legal
Diane Sheridan
Tonnage Gases
Jeffry Byrne
Energy & Materials
Laurie Stewart
21
Energy Businesses
David Taylor
Energy Businesses, Engineeri...
Steven Satrom
North American Tonnage Gases
Wilbur Mok
North America Merchant Gases
Nelson Squires
4
Platform Renewal, Merchant G...
Thomas Ward
Communications
Elizabeth Klebe
Environment, Health, Safety ...
Patrick Loughlin
Engineering
Deborah McCullough
Sales & Engineering
Nicolas Robertson
Sales & Operations, Electron...
Bruce Hargus
Operations
Joseph Pietrantonio
Performance Materials
Patricia Mattimore
2
Business Support Services
Wayne Mitchell
Strategic Planning
Norma Curby
“Management Standards”
This principle of scientific management speaks of a scientific way of selection, orientation, and training processes of the employees. For Taylor, there must be a set of rigid standards to follow in the process of selection, orientation and training in the recruitment process. This second principle, aware of its rigidity in standard procedures provides a strict screening of applicants that will produce highly qualified employees. This management strategy posits a similar approach with the new organizational structures and designs on the level of recruitment and training process. For instance, in the Ritz-Carlton management, the selection and screening process of applicants is rigid. There are screening procedures and interviews they hold in order to satisfactorily select competent applicants and upon accepting deserving applicants, they undergo three weeks of training and orientation in order to familiarize themselves with the history, philosophy, and nature of their work. This process of recruitment is a new approach subscribed by any organizations; however, this becomes similar to the scientific management approach or principle.
In a virtual sense, technology is another means of flattening the organization. The use of computer networks and software designed to facilitate group work within an organization can speed communications and decision making. Even more effective is the use of intranets to make company information readily accessible throughout the organization. The rapid rise of such technology has made virtual organizations and boundarlyless organizations possible, where managers, technicians, suppliers, distributors, and customers connect digitally rather than physically.
A different perspective on the issue of interdependence can be seen by comparing the organic model of organization with the mechanistic model. The traditional, mechanistic structure is characterized as highly complex because of its emphasis on job specialization, highly formalized emphasis on definite procedures and protocols, and centralized authority and accountability. Yet, despite the advantages of coordination that these structures present, they may hinder tasks that are interdependent. In contrast, the organic model of organization is relatively simple because it de-emphasizes job specialization, is relatively informal, and decentralizes authority. Decision-making and goal-setting processes are shared at all levels, and communication ideally flows more freely throughout the organization.
A common way that modern business organizations move toward the organic model is by the implementation of various kinds of teams. Some organizations establish self-directed work teams as the basic production group. Examples include production cells in a manufacturing firm or customer service teams in an insurance company. At other organizational levels, cross-functional teams may be established, either on an ad hoc basis (e.g., for problem solving) or on a permanent basis as the regular means of conducting the organization's work. Aid Association for Lutherans is a large insurance organization that has adopted the self-directed work team approach. Part of the impetus toward the organic model is the belief that this kind of structure is more effective for employee motivation. Various studies have suggested that steps such as expanding the scope of jobs, involving workers in problem solving and planning, and fostering open communications bring greater job satisfaction and better performance.
Saturn Corporation, a subsidiary of General Motors (GM), emphasizes horizontal organization. It was started with a "clean sheet of paper," with the intention to learn and incorporate the best in business practices in order to be a successful U.S. auto manufacturer. The organizational structure that it adopted is described as a set of nested circles, rather than a pyramid. At the center is the self-directed production cell, called a Work Unit. These teams make most, if not all, decisions that affect only team members. Several such teams make up a wider circle called a Work Unit Module. Representatives from each team form the decision circle of the module, which makes decisions affecting more than one team or other modules. A number of modules form a Business Team, of which there are three in manufacturing. Leaders from the modules form the decision circle of the Business Team. Representatives of each Business Team form the Manufacturing Action Council, which oversees manufacturing. At all levels, decision making is done on a consensus basis, at least in theory. The president of Saturn, finally, reports to GM headquarters.
I certify that my modifications are exact
Confirm Cancel
CEO
John McGlade
6
Director
Lawrence Smith
Director
Margaret McGlynn
17
Director
William Davis
4
Director
Evert Henkes
4
Director
Douglas Ford
4
Director
Michael Donahue
4
Director
Ursula Fairbairn
3
Director
Edward Hagenlocker
2
Director
Mario Baeza
2
Director
Chadwick Deaton
CFO
Paul Huck
Secretary
Mary Afflerbach
2
Legal
John Stanley
9
Tonnage Gases & Equipment & ...
Stephen Jones
3
Merchant Gases
Robert Dixon
Human Resources & Communicat...
Lynn Minella
Supply Chain
John Marsland
CTO
Montgomery Alger
Global Electronics
Corning Painter
CIO
Richard Boocock
International
Michael Olivares
Control
Scott Crocco
Continuous Improvement
Alexander Masetti
Tax
Charles Stinner
Treasurer & Risk
George Bitto
Sales Legal
Diane Sheridan
Tonnage Gases
Jeffry Byrne
Energy & Materials
Laurie Stewart
21
Energy Businesses
David Taylor
Energy Businesses, Engineeri...
Steven Satrom
North American Tonnage Gases
Wilbur Mok
North America Merchant Gases
Nelson Squires
4
Platform Renewal, Merchant G...
Thomas Ward
Communications
Elizabeth Klebe
Environment, Health, Safety ...
Patrick Loughlin
Engineering
Deborah McCullough
Sales & Engineering
Nicolas Robertson
Sales & Operations, Electron...
Bruce Hargus
Operations
Joseph Pietrantonio
Performance Materials
Patricia Mattimore
2
Business Support Services
Wayne Mitchell
Strategic Planning
Norma Curby
“Management Standards”
This principle of scientific management speaks of a scientific way of selection, orientation, and training processes of the employees. For Taylor, there must be a set of rigid standards to follow in the process of selection, orientation and training in the recruitment process. This second principle, aware of its rigidity in standard procedures provides a strict screening of applicants that will produce highly qualified employees. This management strategy posits a similar approach with the new organizational structures and designs on the level of recruitment and training process. For instance, in the Ritz-Carlton management, the selection and screening process of applicants is rigid. There are screening procedures and interviews they hold in order to satisfactorily select competent applicants and upon accepting deserving applicants, they undergo three weeks of training and orientation in order to familiarize themselves with the history, philosophy, and nature of their work. This process of recruitment is a new approach subscribed by any organizations; however, this becomes similar to the scientific management approach or principle.
In a virtual sense, technology is another means of flattening the organization. The use of computer networks and software designed to facilitate group work within an organization can speed communications and decision making. Even more effective is the use of intranets to make company information readily accessible throughout the organization. The rapid rise of such technology has made virtual organizations and boundarlyless organizations possible, where managers, technicians, suppliers, distributors, and customers connect digitally rather than physically.
A different perspective on the issue of interdependence can be seen by comparing the organic model of organization with the mechanistic model. The traditional, mechanistic structure is characterized as highly complex because of its emphasis on job specialization, highly formalized emphasis on definite procedures and protocols, and centralized authority and accountability. Yet, despite the advantages of coordination that these structures present, they may hinder tasks that are interdependent. In contrast, the organic model of organization is relatively simple because it de-emphasizes job specialization, is relatively informal, and decentralizes authority. Decision-making and goal-setting processes are shared at all levels, and communication ideally flows more freely throughout the organization.
A common way that modern business organizations move toward the organic model is by the implementation of various kinds of teams. Some organizations establish self-directed work teams as the basic production group. Examples include production cells in a manufacturing firm or customer service teams in an insurance company. At other organizational levels, cross-functional teams may be established, either on an ad hoc basis (e.g., for problem solving) or on a permanent basis as the regular means of conducting the organization's work. Aid Association for Lutherans is a large insurance organization that has adopted the self-directed work team approach. Part of the impetus toward the organic model is the belief that this kind of structure is more effective for employee motivation. Various studies have suggested that steps such as expanding the scope of jobs, involving workers in problem solving and planning, and fostering open communications bring greater job satisfaction and better performance.
Saturn Corporation, a subsidiary of General Motors (GM), emphasizes horizontal organization. It was started with a "clean sheet of paper," with the intention to learn and incorporate the best in business practices in order to be a successful U.S. auto manufacturer. The organizational structure that it adopted is described as a set of nested circles, rather than a pyramid. At the center is the self-directed production cell, called a Work Unit. These teams make most, if not all, decisions that affect only team members. Several such teams make up a wider circle called a Work Unit Module. Representatives from each team form the decision circle of the module, which makes decisions affecting more than one team or other modules. A number of modules form a Business Team, of which there are three in manufacturing. Leaders from the modules form the decision circle of the Business Team. Representatives of each Business Team form the Manufacturing Action Council, which oversees manufacturing. At all levels, decision making is done on a consensus basis, at least in theory. The president of Saturn, finally, reports to GM headquarters.
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