netrashetty
Netra Shetty
American Axle & Manufacturing, Inc. (AAM) (NYSE: AXL), headquartered in Detroit, Michigan, is a manufacturer of automobile driveline and drivetrain components and systems.
AAM was founded in 1994 when a private investor group, led by Richard E. "Dick" Dauch and James W. McLernon, purchased the Final Drive and Forge Business Unit from GM's Saginaw Division. In 1999, AAM went public, and is traded as "AXL" on the New York Stock Exchange (NYSE). AAM has grown to supply various OEM manufacturers around the globe in the passenger car, light truck, and commercial vehicle segments.
AAM's World Headquarters building, erected in 2004, is located on the Detroit/Hamtramck border.
CEO
Richard Dauch
Director
Larry Switzer
Director
Elizabeth Chappell
18
Director
William Miller
2
Director
Henry Yang
3
Director
Thomas Walker
2
Director
Forest Farmer
Director
Richard Lappin
Director
Salvatore Bonanno
CFO
Michael Simonte
Investor Relations & Marketi...
Christopher Son
Human Resources
Terri Kemp
Office of the President
Brian McPartlin
Procurement & Supply Chain
Lance Reinhard
Operations
John Bellanti
COO
David Dauch
CTO
Yogendra Rahangdale
Manufacturing Services
Thomas Szymanski
Strategic & Business Develop...
Alberto Satine
India
Anand Ganguly
India
Francis Leho
14
Development, Europe
William Smith
8
Aftermarket & Specialty Proj...
Michael Flynn
Asia
Steven Proctor
Americas
John Jerge
Europe
David Culton
Americas Operations
Inacio Moriguchi
Commercial Vehicle
John Sofia
2
Engineering & Product Develo...
Mark Barrett
CIO
Abdallah Shanti
Quality & Customer Satisfact...
Allan Monich
Special Projects
Richard Rossman
Communication
David Tworek
Metal Formed Products
Norman Willemse
12
Program Management & Launch
Kevin Smith
"Organizational design is the deliberate process of configuring structures, processes, reward systems, and people practices to create an effective organization capable of achieving the business strategy. The organization is not an end to itself; it is simply a vehicle for accomplishing the strategic tasks of the business. It is an invisible construct used to harness and direct the energy of the people who do the work."
Kates and Galbraith argue that an organization's structure is too often a barrier to effective performance.
Organizational Structure
"Structure is an entity (such as an organization) made up of elements or parts (such as people, resources, aspirations, market trends, levels of competence, reward systems, departmental mandates, and so on) that impact each other by the relationship they form. A structural relationship is one in which the various parts act upon each other, and consequently generate particular types of behavior." (Fritz, 1996:4)
In his classic Corporate Tides, Fritz points out that, in practice, organizational structures are rarely designed in a deliberate manner. Small structures grow into larger ones and individual units become the focus of managerial power. Fritz says that (1996:5): 'Departments and divisions become entrenched as power systems.' Any structural change is likely to meet resistance from these power systems.
Fritz also argues that organizations are structured either to advance or to oscillate. Advancement is a positive move from on state to another that acts as a foundation for further advances. Fundamental to structural advancement is the concept of resolution when an outcome is achieved and a particular problem is resolved. According to Fritz (1996:6), management in an organization that is structured to advance coordinate 'individual acts into an organizational tapestry of effective strategy.' When all the individuals in this utopian organization are acting together, the result is synergy, allowing the achievement of 'enormous feats.'
The alternative is structural oscillation. Fritz (1996:6) explains this: 'Oscillating behavior is that which moves from one place to another, but then moves back towards its original position.' So many organizations set out on some change program, full of enthusiasm and energy. But, six months later, the enthusiasm has evaporated and the program peters out leaving very little changed.
Labovitz and Rosansky (1997:7) consider that senior managers can achieve alignment to ensure advancement through:
* Carefully crafting and articulating the essence of their business and determining the Main Thing.
* Defining a few critical strategic goals and imperatives and deploying them throughout their organizations.
* Tying performance measures and metrics to those goals.
* Linking those measures to a system of rewards and recognition
* Personally reviewing the performance of their people to ensure the goals are met.
Labovitz and Rosansky criticize traditional structures of organization that are based on the notion of breaking up a managerial problem into pieces: departments and divisions. As they point out (1997:8): "Psychologists have long recognized that human beings like people who are like themselves and tend to reject people who are different from them. Yet organizations continue to create differences between people in the interest of efficiency. Line versus staff, management versus labor, field versus corporate, international versus domestic, East versus West, accounting versus sales - the list goes on. No wonder it's so hard to focus people around common goals when they are so different from each other simply by virtue of what they do and where they do it. Specialization and expertise can be a wedge that drives people further apart and makes it difficult for them to work together.
These three variables played an important role in the development and growth of a certain organization. First, the presence of power in an organization cannot be denied, since a leadership skills is recognized and promotion is availed, this process clearly purports an ascribed power in a certain organization. Like any fields, power suggestive of authority and manipulation. Since, for instance, a manager decided to implement a “new concept” policy, the organization, as a body of people, must and forced to follow even some are having their reservations. In this case, power is clear as a medium to implement certain policy. With this power comes conflict. The tendency is that, with the power involved between higher ranking officers, conflict may arise because of given vested interests. Herein, politics, play an important role in the organizational structure, though, in some organization this can be implicitly seen, however, most of the organizations especially those who are driven with personal ambition and interests are blanketed with the play of politics.
AAM was founded in 1994 when a private investor group, led by Richard E. "Dick" Dauch and James W. McLernon, purchased the Final Drive and Forge Business Unit from GM's Saginaw Division. In 1999, AAM went public, and is traded as "AXL" on the New York Stock Exchange (NYSE). AAM has grown to supply various OEM manufacturers around the globe in the passenger car, light truck, and commercial vehicle segments.
AAM's World Headquarters building, erected in 2004, is located on the Detroit/Hamtramck border.
CEO
Richard Dauch
Director
Larry Switzer
Director
Elizabeth Chappell
18
Director
William Miller
2
Director
Henry Yang
3
Director
Thomas Walker
2
Director
Forest Farmer
Director
Richard Lappin
Director
Salvatore Bonanno
CFO
Michael Simonte
Investor Relations & Marketi...
Christopher Son
Human Resources
Terri Kemp
Office of the President
Brian McPartlin
Procurement & Supply Chain
Lance Reinhard
Operations
John Bellanti
COO
David Dauch
CTO
Yogendra Rahangdale
Manufacturing Services
Thomas Szymanski
Strategic & Business Develop...
Alberto Satine
India
Anand Ganguly
India
Francis Leho
14
Development, Europe
William Smith
8
Aftermarket & Specialty Proj...
Michael Flynn
Asia
Steven Proctor
Americas
John Jerge
Europe
David Culton
Americas Operations
Inacio Moriguchi
Commercial Vehicle
John Sofia
2
Engineering & Product Develo...
Mark Barrett
CIO
Abdallah Shanti
Quality & Customer Satisfact...
Allan Monich
Special Projects
Richard Rossman
Communication
David Tworek
Metal Formed Products
Norman Willemse
12
Program Management & Launch
Kevin Smith
"Organizational design is the deliberate process of configuring structures, processes, reward systems, and people practices to create an effective organization capable of achieving the business strategy. The organization is not an end to itself; it is simply a vehicle for accomplishing the strategic tasks of the business. It is an invisible construct used to harness and direct the energy of the people who do the work."
Kates and Galbraith argue that an organization's structure is too often a barrier to effective performance.
Organizational Structure
"Structure is an entity (such as an organization) made up of elements or parts (such as people, resources, aspirations, market trends, levels of competence, reward systems, departmental mandates, and so on) that impact each other by the relationship they form. A structural relationship is one in which the various parts act upon each other, and consequently generate particular types of behavior." (Fritz, 1996:4)
In his classic Corporate Tides, Fritz points out that, in practice, organizational structures are rarely designed in a deliberate manner. Small structures grow into larger ones and individual units become the focus of managerial power. Fritz says that (1996:5): 'Departments and divisions become entrenched as power systems.' Any structural change is likely to meet resistance from these power systems.
Fritz also argues that organizations are structured either to advance or to oscillate. Advancement is a positive move from on state to another that acts as a foundation for further advances. Fundamental to structural advancement is the concept of resolution when an outcome is achieved and a particular problem is resolved. According to Fritz (1996:6), management in an organization that is structured to advance coordinate 'individual acts into an organizational tapestry of effective strategy.' When all the individuals in this utopian organization are acting together, the result is synergy, allowing the achievement of 'enormous feats.'
The alternative is structural oscillation. Fritz (1996:6) explains this: 'Oscillating behavior is that which moves from one place to another, but then moves back towards its original position.' So many organizations set out on some change program, full of enthusiasm and energy. But, six months later, the enthusiasm has evaporated and the program peters out leaving very little changed.
Labovitz and Rosansky (1997:7) consider that senior managers can achieve alignment to ensure advancement through:
* Carefully crafting and articulating the essence of their business and determining the Main Thing.
* Defining a few critical strategic goals and imperatives and deploying them throughout their organizations.
* Tying performance measures and metrics to those goals.
* Linking those measures to a system of rewards and recognition
* Personally reviewing the performance of their people to ensure the goals are met.
Labovitz and Rosansky criticize traditional structures of organization that are based on the notion of breaking up a managerial problem into pieces: departments and divisions. As they point out (1997:8): "Psychologists have long recognized that human beings like people who are like themselves and tend to reject people who are different from them. Yet organizations continue to create differences between people in the interest of efficiency. Line versus staff, management versus labor, field versus corporate, international versus domestic, East versus West, accounting versus sales - the list goes on. No wonder it's so hard to focus people around common goals when they are so different from each other simply by virtue of what they do and where they do it. Specialization and expertise can be a wedge that drives people further apart and makes it difficult for them to work together.
These three variables played an important role in the development and growth of a certain organization. First, the presence of power in an organization cannot be denied, since a leadership skills is recognized and promotion is availed, this process clearly purports an ascribed power in a certain organization. Like any fields, power suggestive of authority and manipulation. Since, for instance, a manager decided to implement a “new concept” policy, the organization, as a body of people, must and forced to follow even some are having their reservations. In this case, power is clear as a medium to implement certain policy. With this power comes conflict. The tendency is that, with the power involved between higher ranking officers, conflict may arise because of given vested interests. Herein, politics, play an important role in the organizational structure, though, in some organization this can be implicitly seen, however, most of the organizations especially those who are driven with personal ambition and interests are blanketed with the play of politics.
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