netrashetty
Netra Shetty
Alliant Techsystems Inc., most commonly known by its ticker symbol, NYSE: ATK, is one of the largest aerospace and defense companies in the United States with more than 18,000 employees in 22 states, Puerto Rico and internationally, and 2010 revenues in excess of an estimated US$4.8 billion.[3] The company headquarters is located in suburban Minneapolis, Minnesota.
CEO
Mark DeYoung
Chairman of the Board
General Ronald Fogleman
2
Director
Douglas Maine
2
Director
Martin Faga
2
Director
Mark Ronald
2
Director
Roman Martinez
2
Director
April Foley
4
Director
William Van Dyke
Director
Tig Krekel
3
Director
Roxanne Decyk
CFO
John Shroyer
CIO
Jeff Kubacki
2
ATK Armament Systems
Karen Davies
5
ATK Security & Sporting
Ronald Johnson
ATK Space Systems
Blake Larson
Business Development
Jay Tibbets
Contracts & Supply
Dianne Anton
2
Legal & Secretary
Keith Ross
Human Resources & Administra...
Paula Patineau
Missile Products
Mike Kahn
Strategy
Robert Mullins
Washington Operations
Steven Cortese
Development
Michael Dolby
Communications & Investor Re...
Mark Mele
Treasurer
Steven Wold
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.
The first thing to consider is that most people who study Management know that Organizational Structure is a crucial component of the overall business strategy, just as important as Planning, Leading, and Controlling an organization.
“Too often ideas get rejected because they have to travel too far in the organization filled with fiefdoms and inevitable roadblocks.”
Mitch Thrower, Author,
"The Attention Deficit Workplace“
Figure 1: Major Components for Achieving Organizational Objectives 1
In essence, Organizing is the manner in which a company utilizes its resources — specifically, its human resources. How do we organize jobs into departments? How do we answer the questions “who does what” and “who reports to whom” in the chain of command? There is also an implicit issue of how to coordinate all of these people and all of these duties across an extended enterprise. Organizational Structure is the framework for answering these questions and more.
Flexibility of the Organization
Trigger Point
An external event that calls for immediate organizational response, flexibility
and adaptation
While many companies today are still reluctant to change their Organizational Structure, more and more are coming to find that they need to be adaptive and they need to be flexible. In fact, Management Theorists — people who study this at the academic level — are starting to encourage organizations to change their structure because they need to be prepared to respond to what we call “trigger points.” A trigger point is an external event that has an impact on an organization. It could be a change in the markets; it could be a change in global competition; it could be the advent of new technology. These trigger points and any number of others call for immediate responses, as well as organizational flexibility and adaptation.2
CEO
Mark DeYoung
Chairman of the Board
General Ronald Fogleman
2
Director
Douglas Maine
2
Director
Martin Faga
2
Director
Mark Ronald
2
Director
Roman Martinez
2
Director
April Foley
4
Director
William Van Dyke
Director
Tig Krekel
3
Director
Roxanne Decyk
CFO
John Shroyer
CIO
Jeff Kubacki
2
ATK Armament Systems
Karen Davies
5
ATK Security & Sporting
Ronald Johnson
ATK Space Systems
Blake Larson
Business Development
Jay Tibbets
Contracts & Supply
Dianne Anton
2
Legal & Secretary
Keith Ross
Human Resources & Administra...
Paula Patineau
Missile Products
Mike Kahn
Strategy
Robert Mullins
Washington Operations
Steven Cortese
Development
Michael Dolby
Communications & Investor Re...
Mark Mele
Treasurer
Steven Wold
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.
The first thing to consider is that most people who study Management know that Organizational Structure is a crucial component of the overall business strategy, just as important as Planning, Leading, and Controlling an organization.
“Too often ideas get rejected because they have to travel too far in the organization filled with fiefdoms and inevitable roadblocks.”
Mitch Thrower, Author,
"The Attention Deficit Workplace“
Figure 1: Major Components for Achieving Organizational Objectives 1
In essence, Organizing is the manner in which a company utilizes its resources — specifically, its human resources. How do we organize jobs into departments? How do we answer the questions “who does what” and “who reports to whom” in the chain of command? There is also an implicit issue of how to coordinate all of these people and all of these duties across an extended enterprise. Organizational Structure is the framework for answering these questions and more.
Flexibility of the Organization
Trigger Point
An external event that calls for immediate organizational response, flexibility
and adaptation
While many companies today are still reluctant to change their Organizational Structure, more and more are coming to find that they need to be adaptive and they need to be flexible. In fact, Management Theorists — people who study this at the academic level — are starting to encourage organizations to change their structure because they need to be prepared to respond to what we call “trigger points.” A trigger point is an external event that has an impact on an organization. It could be a change in the markets; it could be a change in global competition; it could be the advent of new technology. These trigger points and any number of others call for immediate responses, as well as organizational flexibility and adaptation.2
Last edited: