netrashetty
Netra Shetty
Organisational Structure of Alcoa : Alcoa, Inc. (NYSE: AA) (from ALuminum Company Of America) is the world's third largest producer of aluminum, behind Rio Tinto Alcan and Rusal.[4] From its operational headquarters in Pittsburgh, Pennsylvania, Alcoa conducts operations in 31 countries. Alcoa is a world leader in the production and management of primary aluminum, fabricated aluminum, and alumina combined, through its active and growing participation in all major aspects of the industry: technology, mining, refining, smelting, fabricating, and recycling. Aluminum and alumina represent more than three-fourths of Alcoa’s revenue. Non-aluminum products include precision castings and aerospace and industrial fasteners. Alcoa’s products are used worldwide in aircraft, automobiles, commercial transportation, packaging, building and construction, oil and gas, defense, and industrial applications.
In May 2007 Alcoa made a $27 billion hostile takeover bid for Alcan, a former subsidiary, aiming to unite the two companies and form the world's largest aluminum producer. The takeover bid was withdrawn after Alcan announced a friendly takeover by Rio Tinto in July 2007.
Among Alcoa's other businesses are fastening systems, building products (Kawneer) and Howmet Castings.[5] The sale of the packaging unit was announced on December 21, 2007[6] and closed in the first quarter of 2008.
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2
CEO
Klaus Kleinfeld
6
Director
James Owens
7
Director
Ratan Tata
Director
Stanley O'Neal
11
Director
Michael Morris
3
Director
Arthur Collins
3
Director
Carlos Ghosn
4
Director
Patricia Russo
3
Director
Ernesto Zedillo
Director
Joseph Gorman
Director
Kathryn Fuller
Lead Director
Judith Gueron
CFO
Charles McLane
Sustainability
Kevin Anton
EHS Services
Kevin McKnight
Executive Vice President
William Christopher
CTO
Mohammad Zaidi
Legal & Compliance
Nicholas DeRoma
Primary Products
John Thuestad
Rolled Products
Helmut Wieser
2
Power and Propulsion
Raymond Mitchell
2
Human Resources
John Bergen
Engineered Products & Soluti...
Olivier Jarrault
Control
Graeme Bottger
Treasurer
Peter Hong
2
Audit
Julie Caponi
Tax
Ronald Dickel
Sustainability & Safety
William O'Rourke
Building & Construction
Glen Morrison
2
Energy
Rick Bowen
Oil & Gas
Mary Zappone
Legal
Kurt Waldo
Corporate Affairs
Nicholas Ashooh
Government Affairs
Russell Wisor
Public & Government Affairs
Daniel Cruise
Secretary & Legal
Donna Dabney
2
Primary Products
Christopher Ayers
Materials Management
Timothy Reyes
Primary Products, USA
Bob Wilt
Primary Products Australia
Alan Cransberg
Primary Metals, Technology &...
Jean Pierre Gilardeau
Growth, Bauxite & Africa
Kenneth Wisnoski
Primary Products, Latin Amer...
Franklin Feder
Forgings & Extrusions
Eric Roegner
North American Rolled Produc...
Michael Wallis
Fastening Systems
Vitaliy Rusakov
2
Alcoa Wheel & Transportation...
Tim Myers
Finance, Engineered Products...
Tony Thene
Canada
Pierre Morin
Europe
Marcos Ramos
Russia
Andrey Donets
Asia Pacific
Jinya Chen
European Mill Products
Ingrid Muehlboeck
Organizational Structure
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.
In May 2007 Alcoa made a $27 billion hostile takeover bid for Alcan, a former subsidiary, aiming to unite the two companies and form the world's largest aluminum producer. The takeover bid was withdrawn after Alcan announced a friendly takeover by Rio Tinto in July 2007.
Among Alcoa's other businesses are fastening systems, building products (Kawneer) and Howmet Castings.[5] The sale of the packaging unit was announced on December 21, 2007[6] and closed in the first quarter of 2008.
I certify that my modifications are exact
Confirm Cancel
2
CEO
Klaus Kleinfeld
6
Director
James Owens
7
Director
Ratan Tata
Director
Stanley O'Neal
11
Director
Michael Morris
3
Director
Arthur Collins
3
Director
Carlos Ghosn
4
Director
Patricia Russo
3
Director
Ernesto Zedillo
Director
Joseph Gorman
Director
Kathryn Fuller
Lead Director
Judith Gueron
CFO
Charles McLane
Sustainability
Kevin Anton
EHS Services
Kevin McKnight
Executive Vice President
William Christopher
CTO
Mohammad Zaidi
Legal & Compliance
Nicholas DeRoma
Primary Products
John Thuestad
Rolled Products
Helmut Wieser
2
Power and Propulsion
Raymond Mitchell
2
Human Resources
John Bergen
Engineered Products & Soluti...
Olivier Jarrault
Control
Graeme Bottger
Treasurer
Peter Hong
2
Audit
Julie Caponi
Tax
Ronald Dickel
Sustainability & Safety
William O'Rourke
Building & Construction
Glen Morrison
2
Energy
Rick Bowen
Oil & Gas
Mary Zappone
Legal
Kurt Waldo
Corporate Affairs
Nicholas Ashooh
Government Affairs
Russell Wisor
Public & Government Affairs
Daniel Cruise
Secretary & Legal
Donna Dabney
2
Primary Products
Christopher Ayers
Materials Management
Timothy Reyes
Primary Products, USA
Bob Wilt
Primary Products Australia
Alan Cransberg
Primary Metals, Technology &...
Jean Pierre Gilardeau
Growth, Bauxite & Africa
Kenneth Wisnoski
Primary Products, Latin Amer...
Franklin Feder
Forgings & Extrusions
Eric Roegner
North American Rolled Produc...
Michael Wallis
Fastening Systems
Vitaliy Rusakov
2
Alcoa Wheel & Transportation...
Tim Myers
Finance, Engineered Products...
Tony Thene
Canada
Pierre Morin
Europe
Marcos Ramos
Russia
Andrey Donets
Asia Pacific
Jinya Chen
European Mill Products
Ingrid Muehlboeck
Organizational Structure
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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