netrashetty
Netra Shetty
Organisational Structure of AK Steel Holding : AK Steel Corporation is an American steel company whose predecessor, Armco, was founded in 1899 in Middletown, Ohio. Today, the company's corporate headquarters is situated in West Chester, Ohio, (a suburb of Cincinnati) after having moved from Middletown, Ohio, in August 2007.
President
James Wainscott
3
Director
John Brinzo
3
Director
Ralph Michael
2
Director
Dennis Cuneo
5
Director
William Gerber
4
Director
Shirley Peterson
4
Director
Bonnie Hill
2
Director
James Thomson
4
Director
Richard Abdoo
3
Lead Director
Robert Jenkins
CFO
Albert Ferrara
3
Legal
David Horn
Operations
John Kaloski
Business Planning & Developm...
Roger Newport
Carbon Steel Operations
Keith Howell
Specialty Steel Operations
Kirk Reich
Government & Public Relations
Alan McCoy
2
Human Resources
Lawrence Zizzo
Sales & Customer Service
Gary Barlow
11
Accounting & Control
Richard Williams
5
Investor Relations
Christopher Ross
This principle is not even new to any organization. However, what is new in this is how an organization implements strategic procedures for a management change. The process of reengineering is very significant in this issue.
Reengineering or designing the organizational structure is important in the sense of making a management more capable, competitive, and adaptable to the needs of the current time. In the scientific management theory, this is not explicitly shown, however, the emphasis on the need of redesigning the structural form of an organization is an option given by the scientific management. In the new realm of organizational structuring and designing, the business process reengineering is being summoned in order to make over the management. These changes will only occur when the process or reengineering successfully implemented.
However, the radical overhauling of the management or of any organizational structure may affect the continuity of the business process. Nevertheless, management change is necessary for an organization to be effective and more competitive.
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.
President
James Wainscott
3
Director
John Brinzo
3
Director
Ralph Michael
2
Director
Dennis Cuneo
5
Director
William Gerber
4
Director
Shirley Peterson
4
Director
Bonnie Hill
2
Director
James Thomson
4
Director
Richard Abdoo
3
Lead Director
Robert Jenkins
CFO
Albert Ferrara
3
Legal
David Horn
Operations
John Kaloski
Business Planning & Developm...
Roger Newport
Carbon Steel Operations
Keith Howell
Specialty Steel Operations
Kirk Reich
Government & Public Relations
Alan McCoy
2
Human Resources
Lawrence Zizzo
Sales & Customer Service
Gary Barlow
11
Accounting & Control
Richard Williams
5
Investor Relations
Christopher Ross
This principle is not even new to any organization. However, what is new in this is how an organization implements strategic procedures for a management change. The process of reengineering is very significant in this issue.
Reengineering or designing the organizational structure is important in the sense of making a management more capable, competitive, and adaptable to the needs of the current time. In the scientific management theory, this is not explicitly shown, however, the emphasis on the need of redesigning the structural form of an organization is an option given by the scientific management. In the new realm of organizational structuring and designing, the business process reengineering is being summoned in order to make over the management. These changes will only occur when the process or reengineering successfully implemented.
However, the radical overhauling of the management or of any organizational structure may affect the continuity of the business process. Nevertheless, management change is necessary for an organization to be effective and more competitive.
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.
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