netrashetty
Netra Shetty
Altec Lansing is a line of professional, home, automotive, computer, and multimedia audio products first developed in 1936. They were used in many studios as monitor speakers. Altec Lansing loudspeakers were used in the sound system for the Woodstock Festival in 1969.
The current incarnation of the company, called Altec Lansing Technologies, is an OEM supplier to many computer makers such as Asus, Dell, Compaq, Hewlett-Packard, and Gateway.
CEO
Paul Jacobs
Director
Donald Cruickshank
3
Director
Barbara Alexander
2
Director
Sherry Lansing
2
Director
Stephen Bennett
2
Director
Raymond Dittamore
2
Director
Marc Stern
2
Director
Thomas Horton
Director
Robert Kahn
Director
Duane Nelles
Director
Brent Scowcroft
Director
Irwin Jacobs
CFO
William Keitel
CDMA Technologies
James Lederer
3
QIS & Europe
Andrew Gilbert
CDMA Technologies
Steven Mollenkopf
Technology Licensing
Derek Aberle
2
Americas
Margaret Johnson
Engineering
Roberto Padovani
Legal
Donald Rosenberg
11
Human Resources
Daniel Sullivan
3
Asia Pacific & MEA
Jing Wang
3
Enterprise Services
Richard Sulpizio
President
Steven Altman
Government Technologies
Kimberly Koro
Wireless Solutions
Joan Waltman
Marketing & Investor Relatio...
William Davidson
QCT
Enrico Salvatori
Government Affairs
William Bold
2
FLO TV & MediaFLO Technologi...
Bill Stone
Internet & Innovation
Rob Chandhok
Firethorn
Rocco Fabiano
CIO
Norm Fjeldheim
FLO Technologies
Neville Meijers
MEMS Technologies
John Batey
though, in this contemporary setting is no longer used a s a term, however, various elements of the theory is customized in accordance to the need and context of a certain organization. Its doctrine is still useful today, due to a constant updating, and revising of the theory depending on the current need. In Freeman’s journal, he cited the constant revision made by the Scientific Management Society or Taylor society in order to adapt to the demands of the current time. The four principles were revised and justified by Harlow Person namely, Management Research, Standards, Control, and Cooperation.
This four revised principles are significant in identifying related concepts methods, approaches and theories applied in the organizational structures of various organizations. Only in this way we can identify the use of scientific management.
“Initiative and Incentive”
This scheme is very familiar in the theory of scientific management. For Taylor, in order to produce more production and boost workmen energy up to the limit, management should acclimatize this “initiative and incentive” scheme. Insofar as workers are under paid and receives proper amount of wages, the probability level of “soldiering’ is high, which can cause to destabilize the production level.
Moreover, only when workmen are given an attractive benefits and incentives they become motivated to exert more effort and energy to their work, thereby producing a higher level of productivity and quality of work. In this case, management should take this initiative in order to avoid “soldiering” among workmen and proper distribution of responsibility in accordance to their capability, can produce good and quality output.
In the aspect of organizational behavior, this strategy is still effective in terms of the process of motivating the employees to generate quality work and output. Various organizations are aware of such system and seen it to be effectively create a good atmosphere within the company. However, organizational research stressed that incentives is not only an option or alternative that can motivate employees to work competitively. There are other ways in which employees can be motivated to produce quality work and much a quality output.
Those are great examples of companies that not only changed their business strategies, but changed organizational structures to match their new strategies.
Other Drivers of Change
There are other reasons why organizations change their business strategies and Organizational Structures. The table below cites a number of these “drivers of change” and the key points of their impact on business, as well as examples of companies that adapted to such changes.
Approach
Key Points
Examples
Employee Involvement
Participation in decision making
• General Motors
• Hampton Inn Hotels
• SAS Airlines
TQM
Continuous process improvement
• Globe Metallurgical, Inc.
• Motorola
• Westinghouse
Process Reengineering
Redesigning work flow to drive out waste
• Hewlett-Packard
• Lotus Development
• Southwest Airlines
Concurrent Engineering
Integration of design, manufacturing, support
• British Aerospace
• Carolla Development
• Comdial Corporation
Six Sigma
Statistical control of variance; process improvement
• AlliedSignal
• General Electric
• Motorola
Globalization
Geographic dispersal, national culture, laws
Most large organizations to varying degrees
Business Model Reinvention
Refine customer acquisition and retention
• IBM
• Ikon Office Solutions
• Southwest Airlines
Six Sigma
Statistical control of variance; process improvement
• AlliedSignal
• General Electric
• Motorola
Figure 3: Drivers of Change and Their Impact on Business 4
Such adaptation may entail initiatives aimed at increasing employee participation in the decision-making process, or embracing concepts
The current incarnation of the company, called Altec Lansing Technologies, is an OEM supplier to many computer makers such as Asus, Dell, Compaq, Hewlett-Packard, and Gateway.
CEO
Paul Jacobs
Director
Donald Cruickshank
3
Director
Barbara Alexander
2
Director
Sherry Lansing
2
Director
Stephen Bennett
2
Director
Raymond Dittamore
2
Director
Marc Stern
2
Director
Thomas Horton
Director
Robert Kahn
Director
Duane Nelles
Director
Brent Scowcroft
Director
Irwin Jacobs
CFO
William Keitel
CDMA Technologies
James Lederer
3
QIS & Europe
Andrew Gilbert
CDMA Technologies
Steven Mollenkopf
Technology Licensing
Derek Aberle
2
Americas
Margaret Johnson
Engineering
Roberto Padovani
Legal
Donald Rosenberg
11
Human Resources
Daniel Sullivan
3
Asia Pacific & MEA
Jing Wang
3
Enterprise Services
Richard Sulpizio
President
Steven Altman
Government Technologies
Kimberly Koro
Wireless Solutions
Joan Waltman
Marketing & Investor Relatio...
William Davidson
QCT
Enrico Salvatori
Government Affairs
William Bold
2
FLO TV & MediaFLO Technologi...
Bill Stone
Internet & Innovation
Rob Chandhok
Firethorn
Rocco Fabiano
CIO
Norm Fjeldheim
FLO Technologies
Neville Meijers
MEMS Technologies
John Batey
though, in this contemporary setting is no longer used a s a term, however, various elements of the theory is customized in accordance to the need and context of a certain organization. Its doctrine is still useful today, due to a constant updating, and revising of the theory depending on the current need. In Freeman’s journal, he cited the constant revision made by the Scientific Management Society or Taylor society in order to adapt to the demands of the current time. The four principles were revised and justified by Harlow Person namely, Management Research, Standards, Control, and Cooperation.
This four revised principles are significant in identifying related concepts methods, approaches and theories applied in the organizational structures of various organizations. Only in this way we can identify the use of scientific management.
“Initiative and Incentive”
This scheme is very familiar in the theory of scientific management. For Taylor, in order to produce more production and boost workmen energy up to the limit, management should acclimatize this “initiative and incentive” scheme. Insofar as workers are under paid and receives proper amount of wages, the probability level of “soldiering’ is high, which can cause to destabilize the production level.
Moreover, only when workmen are given an attractive benefits and incentives they become motivated to exert more effort and energy to their work, thereby producing a higher level of productivity and quality of work. In this case, management should take this initiative in order to avoid “soldiering” among workmen and proper distribution of responsibility in accordance to their capability, can produce good and quality output.
In the aspect of organizational behavior, this strategy is still effective in terms of the process of motivating the employees to generate quality work and output. Various organizations are aware of such system and seen it to be effectively create a good atmosphere within the company. However, organizational research stressed that incentives is not only an option or alternative that can motivate employees to work competitively. There are other ways in which employees can be motivated to produce quality work and much a quality output.
Those are great examples of companies that not only changed their business strategies, but changed organizational structures to match their new strategies.
Other Drivers of Change
There are other reasons why organizations change their business strategies and Organizational Structures. The table below cites a number of these “drivers of change” and the key points of their impact on business, as well as examples of companies that adapted to such changes.
Approach
Key Points
Examples
Employee Involvement
Participation in decision making
• General Motors
• Hampton Inn Hotels
• SAS Airlines
TQM
Continuous process improvement
• Globe Metallurgical, Inc.
• Motorola
• Westinghouse
Process Reengineering
Redesigning work flow to drive out waste
• Hewlett-Packard
• Lotus Development
• Southwest Airlines
Concurrent Engineering
Integration of design, manufacturing, support
• British Aerospace
• Carolla Development
• Comdial Corporation
Six Sigma
Statistical control of variance; process improvement
• AlliedSignal
• General Electric
• Motorola
Globalization
Geographic dispersal, national culture, laws
Most large organizations to varying degrees
Business Model Reinvention
Refine customer acquisition and retention
• IBM
• Ikon Office Solutions
• Southwest Airlines
Six Sigma
Statistical control of variance; process improvement
• AlliedSignal
• General Electric
• Motorola
Figure 3: Drivers of Change and Their Impact on Business 4
Such adaptation may entail initiatives aimed at increasing employee participation in the decision-making process, or embracing concepts
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