netrashetty
Netra Shetty
Ameren Corporation NYSE: AEE was created December 31, 1997 by the merger of Missouri's Union Electric Company (formerly NYSE: UEP) and the neighboring Central Illinois Public Service Company (CIPSCO Inc. holding, formerly NYSE: CIP).[3] It is now a holding company for several power companies and energy companies. The company is based in St. Louis, Missouri. Ameren is a portmanteau for "American" and "Energy".
Ameren is the holding company for the following:[3]
* AmerenUE, Union Electric Company, 1997
* AmerenCIPS, Central Illinois Public Service Company, 1997
* AmerenEnergy Resources, holding company, 2000
o AmerenEnergy Marketing
o AmerenEnergy Generating
* AmerenCILCO, Central Illinois Light Company, 2003
* AmerenIP, Illinois Power Company, 2004
The AmerenUE subsidiary owns Bagnell Dam on the Osage River, which forms the Lake of the Ozarks. AmerenUE is responsible for managing water levels on the lake according to federal regulations.
CEO
Thomas Voss
Chairman of the Board
Gary Rainwater
2
Director
Gayle Jackson
15
Director
James Johnson
Director
Jack Woodard
2
Director
Walter Galvin
2
Director
Stephen Brauer
4
Director
Patrick Stokes
Director
Susan Elliott
2
Director
Ellen Fitzsimmons
12
Director
Stephen Wilson
Director
Charles Mueller
Director
Harvey Saligman
3
Director
Douglas Oberhelman
Ameren CILCO, AmerenCIPS, A...
Scott Cisel
AmerenEnergy Resources
Charles Naslund
AmerenUE
Warner Baxter
4
AmerenEnergy Fuels & Services
Michael Mueller
AmerenEnergy Marketing
Andrew Serri
CFO
Martin Lyons
Planning & Business Risk
Michael Moehn
2
Administration & Ameren Serv...
Daniel Cole
Human Resources
Donna Martin
Communications & Brand
Karen Foss
Legal
Steven Sullivan
Control
Bruce Steinke
Treasurer
Jerre Birdsong
Trickeries, political maneuvering, and manipulation tend to create conflict among organizations personnel. In this manner, this can bring fatal injury to the growth of the organization itself. If and when this condition perseveres, tendency is that organizational culture and disembodiment of individuals on the level of behavior, attitude, and culture might vanish.
This condition is not new; however, to remedy such the need of strategic and standardized approaches should be taken into account. Like in scientific management, this process should be considered in the level of the human resource management, in which management should monitor the condition and atmosphere of the organization. The responsibility is in the hands of those assigned people capable of resolving if this condition will arise.
Management Change
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.
Split into self-contained units, able to react to environmental changes as quickly as small companies, they are also described as multidivisional or 'M-form' organizations. (...) Divisions encourage team spirit and identification with a product or region. Managers can develop broad skills as they have control of all basic functions. (...) Each division is likely to have a devolved human resource function. But there is a risk of duplicating activities between head office and divisional human resource departments and of conflict between staff in successful and unsuccessful divisions. (...) The divisional function may play a coordinating role, reconciling decisions taken at the corporate and business unit levels. This results in a complex picture of people management.
Page 188 (page 108 in the first edition) of Human Resource Management in a Business Context includes a table to illustrate this complexity using the the '10 C' checklist of HRM. Page 189 (page 109 in the first edition) lists a number of ways in which HRM can be organized in divisional organizations.
Federations
One variant of the divisional form which has a particular relevance because of its human resource implications is the 'federation', a loosely connected arrangement of businesses with a single holding company or separate firms in alliance. (...) This form of organization has attracted criticism from stock market analysts who find difficulty in comprehending its subtle informality.
Ameren is the holding company for the following:[3]
* AmerenUE, Union Electric Company, 1997
* AmerenCIPS, Central Illinois Public Service Company, 1997
* AmerenEnergy Resources, holding company, 2000
o AmerenEnergy Marketing
o AmerenEnergy Generating
* AmerenCILCO, Central Illinois Light Company, 2003
* AmerenIP, Illinois Power Company, 2004
The AmerenUE subsidiary owns Bagnell Dam on the Osage River, which forms the Lake of the Ozarks. AmerenUE is responsible for managing water levels on the lake according to federal regulations.
CEO
Thomas Voss
Chairman of the Board
Gary Rainwater
2
Director
Gayle Jackson
15
Director
James Johnson
Director
Jack Woodard
2
Director
Walter Galvin
2
Director
Stephen Brauer
4
Director
Patrick Stokes
Director
Susan Elliott
2
Director
Ellen Fitzsimmons
12
Director
Stephen Wilson
Director
Charles Mueller
Director
Harvey Saligman
3
Director
Douglas Oberhelman
Ameren CILCO, AmerenCIPS, A...
Scott Cisel
AmerenEnergy Resources
Charles Naslund
AmerenUE
Warner Baxter
4
AmerenEnergy Fuels & Services
Michael Mueller
AmerenEnergy Marketing
Andrew Serri
CFO
Martin Lyons
Planning & Business Risk
Michael Moehn
2
Administration & Ameren Serv...
Daniel Cole
Human Resources
Donna Martin
Communications & Brand
Karen Foss
Legal
Steven Sullivan
Control
Bruce Steinke
Treasurer
Jerre Birdsong
Trickeries, political maneuvering, and manipulation tend to create conflict among organizations personnel. In this manner, this can bring fatal injury to the growth of the organization itself. If and when this condition perseveres, tendency is that organizational culture and disembodiment of individuals on the level of behavior, attitude, and culture might vanish.
This condition is not new; however, to remedy such the need of strategic and standardized approaches should be taken into account. Like in scientific management, this process should be considered in the level of the human resource management, in which management should monitor the condition and atmosphere of the organization. The responsibility is in the hands of those assigned people capable of resolving if this condition will arise.
Management Change
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.
Split into self-contained units, able to react to environmental changes as quickly as small companies, they are also described as multidivisional or 'M-form' organizations. (...) Divisions encourage team spirit and identification with a product or region. Managers can develop broad skills as they have control of all basic functions. (...) Each division is likely to have a devolved human resource function. But there is a risk of duplicating activities between head office and divisional human resource departments and of conflict between staff in successful and unsuccessful divisions. (...) The divisional function may play a coordinating role, reconciling decisions taken at the corporate and business unit levels. This results in a complex picture of people management.
Page 188 (page 108 in the first edition) of Human Resource Management in a Business Context includes a table to illustrate this complexity using the the '10 C' checklist of HRM. Page 189 (page 109 in the first edition) lists a number of ways in which HRM can be organized in divisional organizations.
Federations
One variant of the divisional form which has a particular relevance because of its human resource implications is the 'federation', a loosely connected arrangement of businesses with a single holding company or separate firms in alliance. (...) This form of organization has attracted criticism from stock market analysts who find difficulty in comprehending its subtle informality.
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