netrashetty
Netra Shetty
Organisational Structure of Allergan : Allergan, Inc., is a global specialty pharmaceutical company. Their product ranges include ophthalmic pharmaceuticals, dermatology products, and neurological products.
CEO
David Pyott
2
Chairman of the Board
Michael Ball
Vice Chairman of the Board
Herbert Boyer
3
Director
Louis Lavigne
3
Director
Dawn Hudson
13
Director
Robert Ingram
Director
Deborah Dunsire
2
Director
Russell Ray
2
Director
Leonard Schaeffer
11
Director
Michael Gallagher
3
Director
Stephen Ryan
5
Director
Trevor Jones
Chairman Emeritus
Gavin Herbert
3
Finance & Business Developme...
Jeffrey Edwards
Legal
Samuel Gesten
Technical Operations
Raymond Diradoorian
2
Human Resources
Scott Sherman
2
Research & Development
Scott Whitcup
Control & Accounting
James Barlow
All large companies have a design in their structure that works best for them. Most large companies follow the basis of what any other large organization would. Such as School, Military, Police, or even a Government, they all have their own set in standard way of hierarchy. This can be mirrored of what a fortune 500 company would use. Of course you have your owner, VP's, and then comes the managers.
* CEO
* Vice Presidents
* Lawyers
* Decision Support
* Management
* Employees
In this typical layout, it can be spread across any number of product lines or services a company offers. For instance if a company offers five different product lines then there is usually going to be a Vice President put in place to represent one of each sections, then would come the decision support for those sections and of course followed by its own management structure. Fortune 500 companies like Verizon, Comcast, or even Staples must have achieved this successful design and strategy to allow them to grow so rapidly and become so large. The divisional way of doing things can be seen like a matrix, where any given employee can have anywhere from two managers to dozens.
A light-weighted matrix organization remains functional and the level of specialization is comparable to that found in the functional mode. What is different, is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitate achievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no direct access to working-level people.
A heavy-weighted matrix organization exists of a matrix with dominant the project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing and concept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. compared to functional managers, because they have no direct access to working-level people.
A project organization exists of product oriented flows: project and teams. The project members leave their functional department and devote all their time to the project. They share the same location. The professionals are less specialized and have brioader tasks, skills and responsibilities. The functional manager is responsible for the personnel development and the more detailed technology research in the functional groups.
Companies can be classified to their organizational structures. Another variable companies can be classified to is the nature of the projects undertaken. We characterize projects by the number of employees needed to perform the tasks, or workload, and the number of tasks that are fundamentally different in nature. An example of the latter aspect is PCB development and structural design.
Another way to classify organization structure is by one of the following four categories:
I. The product to be developed is comprehensible for one person. One person is likely to have all the knowledge needed to develop Manufacturing and Assembly. The development department in companies that undertake these kinds of projects are usually very small. If a company consists of more than one department, it is usually structured as a functional organization.
II. The product to be developed has a fairly low complexity, but total work is high. These kind of products are likely to be developed within one functional department. A research department may also be an example of a department in which type II projects are undertaken. Are more departments involved, then the light weighted matrix structure is preferable. Employees are involved on a full-time basis. Tasks may be performed concurrently. The sequence can be determined using the Design Structure Matrix.
CEO
David Pyott
2
Chairman of the Board
Michael Ball
Vice Chairman of the Board
Herbert Boyer
3
Director
Louis Lavigne
3
Director
Dawn Hudson
13
Director
Robert Ingram
Director
Deborah Dunsire
2
Director
Russell Ray
2
Director
Leonard Schaeffer
11
Director
Michael Gallagher
3
Director
Stephen Ryan
5
Director
Trevor Jones
Chairman Emeritus
Gavin Herbert
3
Finance & Business Developme...
Jeffrey Edwards
Legal
Samuel Gesten
Technical Operations
Raymond Diradoorian
2
Human Resources
Scott Sherman
2
Research & Development
Scott Whitcup
Control & Accounting
James Barlow
All large companies have a design in their structure that works best for them. Most large companies follow the basis of what any other large organization would. Such as School, Military, Police, or even a Government, they all have their own set in standard way of hierarchy. This can be mirrored of what a fortune 500 company would use. Of course you have your owner, VP's, and then comes the managers.
* CEO
* Vice Presidents
* Lawyers
* Decision Support
* Management
* Employees
In this typical layout, it can be spread across any number of product lines or services a company offers. For instance if a company offers five different product lines then there is usually going to be a Vice President put in place to represent one of each sections, then would come the decision support for those sections and of course followed by its own management structure. Fortune 500 companies like Verizon, Comcast, or even Staples must have achieved this successful design and strategy to allow them to grow so rapidly and become so large. The divisional way of doing things can be seen like a matrix, where any given employee can have anywhere from two managers to dozens.
A light-weighted matrix organization remains functional and the level of specialization is comparable to that found in the functional mode. What is different, is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitate achievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no direct access to working-level people.
A heavy-weighted matrix organization exists of a matrix with dominant the project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing and concept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. compared to functional managers, because they have no direct access to working-level people.
A project organization exists of product oriented flows: project and teams. The project members leave their functional department and devote all their time to the project. They share the same location. The professionals are less specialized and have brioader tasks, skills and responsibilities. The functional manager is responsible for the personnel development and the more detailed technology research in the functional groups.
Companies can be classified to their organizational structures. Another variable companies can be classified to is the nature of the projects undertaken. We characterize projects by the number of employees needed to perform the tasks, or workload, and the number of tasks that are fundamentally different in nature. An example of the latter aspect is PCB development and structural design.
Another way to classify organization structure is by one of the following four categories:
I. The product to be developed is comprehensible for one person. One person is likely to have all the knowledge needed to develop Manufacturing and Assembly. The development department in companies that undertake these kinds of projects are usually very small. If a company consists of more than one department, it is usually structured as a functional organization.
II. The product to be developed has a fairly low complexity, but total work is high. These kind of products are likely to be developed within one functional department. A research department may also be an example of a department in which type II projects are undertaken. Are more departments involved, then the light weighted matrix structure is preferable. Employees are involved on a full-time basis. Tasks may be performed concurrently. The sequence can be determined using the Design Structure Matrix.
Last edited by a moderator: