netrashetty
Netra Shetty
American Electric Power (NYSE: AEP) is a major investor-owner electric utility in various parts of the United States. AEP ranks among the nation's largest generators of electricity, owning nearly 38,000 megawatts of generating capacity in the U.S. AEP also owns the nation's largest electricity transmission system, a nearly 39,000-mile (63,000 km) network that includes 765 kilovolt ultra-high voltage transmission lines; more than all other U.S. transmission systems combined. AEP's transmission system directly or indirectly serves about 10 percent of the electricity demand in the Eastern Interconnection, the interconnected transmission system that covers 38 eastern and central U.S. states and eastern Canada, and approximately 11 percent of the electricity demand in ERCOT, the transmission system that covers much of Texas. AEP's utility units operate as AEP Ohio, AEP Texas, Appalachian Power (in Virginia, West Virginia, and Tennessee), Indiana Michigan Power, Kentucky Power, Public Service Company of Oklahoma, and Southwestern Electric Power Company (in Arkansas, Louisiana and east Texas). AEP's headquarters are in Columbus, Ohio.
American Electric Power was the first utility to utilize 345KV transmission lines which took place in 1953.
CEO
Michael Morris
2
Director
Linda Goodspeed
2
Director
Lionel Nowell
3
Director
Ralph Crosby
2
Director
Thomas Hoaglin
16
Director
John Turner
2
Director
Richard Sandor
3
Director
Donald Carlton
Director
Sara Tucker
2
Director
Lester Hudson
2
Director
Kathryn Sullivan
Director
E. Brooks
3
Director
James Cordes
2
CFO
Brian Tierney
COO
Carl English
Generation
Mark McCullough
2
Environment, Safety & Health...
Dennis Welch
President
Nicholas Akins
Southwestern Electric Power
Venita McCellon-Allen
2
AEP Texas
Wade Smith
Kentucky Power
Gregory Pauley
Appalachian Power
Charles Patton
Transmission
Susan Tomasky
2
Utilities
Robert Powers
Commercial Operations
Todd Busby
3
Legal & Secretary
Mike Miller
Regulatory Services
Richard Munczinski
Shared Services
Barbara Radous
Investor Relations
Julie Sherwood
Media Relations & Communicat...
Melissa McHenry
Treasurer
Charles Zebula
ransformational leader is someone who is able to initiate transformation from personal and selfish to collective interests in an organisational setting. It is recognised that TFL facilitates the achievement of short- and long-term goals (Rafferty and Griffin 2004). According to Tekleab and associates (2007), in order to achieve these goals, a transformational leader focuses on the development of vision and provides inspiration for followers to work on the pursuit of the vision. Most leaders who use the principles of TFL stimulate changes or alignment of systems in dealing with a new vision instead of working within current and static systems. A transformational leader recognises conditions that may affect organisational operations. This foreshadowing ability prompts the leader to inform the followers beforehand, thus, making them ready to face such conditions directly. Followers are also able to improve their individual risk management abilities and other competencies. The provision to change is recognised by transformational leaders. In cases where changes are directed to the organisation, transformational leaders are always ready to act on providing the followers with the required and essential information about the change process (Wu et al. 2007). This leadership function is based on the dimension of individualized consideration where the leaders are providing followers’ needs. During change management process, the dimension of inspirational motivation is heightened because the leader needs to articulate clear visions for the group and provides practical reasons on why do the followers need to fulfil these visions. Wu and group (2007) assert that the explication of visions is tantamount to the development of better and performance-directed group relationships wherein personal interests are neglected in favour of communal achievement or common good. The leader who believes in TFL principles is worth emulating where his/her conducts are based on appropriate standards of behaviour. Amidst the incontrollable uncertainties of change, the followers look up on the transformational leader and imitate leadership activities.
Some organizations consider their Organizational Charts as confidential, while other organizations — most of them, in fact, do not. Some companies go so far as to post their Organizational Charts on their publicly accessible websites.
Other key terms include Centralized and Decentralized Decision Making. Centralized decision making refers to a business model in which decisions are directed to the top of the organization. Decentralized decision making is a model in which the organization tends to push the decisions down to the lowest levels, which can be a good thing.
With decentralized decision making, the benefit is that the individuals who best know the company’s processes are those lower in the organization, those who roll up their sleeves and work with the processes every day. Theoretically, such individuals are in a better position to respond to external and internal drivers and make rapid decisions to control those drivers before they get out of hand and negatively affect the organization.
Decentralized decision making tends to be a trap, as it may dangerously undermine upper management in the organization. Nonetheless, decentralized decision making is increasingly accepted as a viable business model today.
Every company organizes itself differently, so there is no absolute right and no absolute wrong way to design an organization.
Yet another key term is one known as Formalization, the degree to which an organization tends to document its processes, rules, and regulations. 6
Centralized and Decentralized Decision Making and Formalization will vary from one organizational structure to another, depending upon the options for change that are open to a company.
Hierarchy of Authority
Another key term that is familiar in the designing an organization is what we call a Hierarchy of Authority.7
The concept of Hierarchy of Authority says that an organization must know who is in charge of which elements and who reports to whom. Of course, this has implications for the division of labor because, under the Hierarchy of Authority, many tasks are divided and distributed across the organization. This process necessarily entails varying degrees of specialization of jobs and tasks, which we see a lot these days as the business environment grows more sophisticated.
American Electric Power was the first utility to utilize 345KV transmission lines which took place in 1953.
CEO
Michael Morris
2
Director
Linda Goodspeed
2
Director
Lionel Nowell
3
Director
Ralph Crosby
2
Director
Thomas Hoaglin
16
Director
John Turner
2
Director
Richard Sandor
3
Director
Donald Carlton
Director
Sara Tucker
2
Director
Lester Hudson
2
Director
Kathryn Sullivan
Director
E. Brooks
3
Director
James Cordes
2
CFO
Brian Tierney
COO
Carl English
Generation
Mark McCullough
2
Environment, Safety & Health...
Dennis Welch
President
Nicholas Akins
Southwestern Electric Power
Venita McCellon-Allen
2
AEP Texas
Wade Smith
Kentucky Power
Gregory Pauley
Appalachian Power
Charles Patton
Transmission
Susan Tomasky
2
Utilities
Robert Powers
Commercial Operations
Todd Busby
3
Legal & Secretary
Mike Miller
Regulatory Services
Richard Munczinski
Shared Services
Barbara Radous
Investor Relations
Julie Sherwood
Media Relations & Communicat...
Melissa McHenry
Treasurer
Charles Zebula
ransformational leader is someone who is able to initiate transformation from personal and selfish to collective interests in an organisational setting. It is recognised that TFL facilitates the achievement of short- and long-term goals (Rafferty and Griffin 2004). According to Tekleab and associates (2007), in order to achieve these goals, a transformational leader focuses on the development of vision and provides inspiration for followers to work on the pursuit of the vision. Most leaders who use the principles of TFL stimulate changes or alignment of systems in dealing with a new vision instead of working within current and static systems. A transformational leader recognises conditions that may affect organisational operations. This foreshadowing ability prompts the leader to inform the followers beforehand, thus, making them ready to face such conditions directly. Followers are also able to improve their individual risk management abilities and other competencies. The provision to change is recognised by transformational leaders. In cases where changes are directed to the organisation, transformational leaders are always ready to act on providing the followers with the required and essential information about the change process (Wu et al. 2007). This leadership function is based on the dimension of individualized consideration where the leaders are providing followers’ needs. During change management process, the dimension of inspirational motivation is heightened because the leader needs to articulate clear visions for the group and provides practical reasons on why do the followers need to fulfil these visions. Wu and group (2007) assert that the explication of visions is tantamount to the development of better and performance-directed group relationships wherein personal interests are neglected in favour of communal achievement or common good. The leader who believes in TFL principles is worth emulating where his/her conducts are based on appropriate standards of behaviour. Amidst the incontrollable uncertainties of change, the followers look up on the transformational leader and imitate leadership activities.
Some organizations consider their Organizational Charts as confidential, while other organizations — most of them, in fact, do not. Some companies go so far as to post their Organizational Charts on their publicly accessible websites.
Other key terms include Centralized and Decentralized Decision Making. Centralized decision making refers to a business model in which decisions are directed to the top of the organization. Decentralized decision making is a model in which the organization tends to push the decisions down to the lowest levels, which can be a good thing.
With decentralized decision making, the benefit is that the individuals who best know the company’s processes are those lower in the organization, those who roll up their sleeves and work with the processes every day. Theoretically, such individuals are in a better position to respond to external and internal drivers and make rapid decisions to control those drivers before they get out of hand and negatively affect the organization.
Decentralized decision making tends to be a trap, as it may dangerously undermine upper management in the organization. Nonetheless, decentralized decision making is increasingly accepted as a viable business model today.
Every company organizes itself differently, so there is no absolute right and no absolute wrong way to design an organization.
Yet another key term is one known as Formalization, the degree to which an organization tends to document its processes, rules, and regulations. 6
Centralized and Decentralized Decision Making and Formalization will vary from one organizational structure to another, depending upon the options for change that are open to a company.
Hierarchy of Authority
Another key term that is familiar in the designing an organization is what we call a Hierarchy of Authority.7
The concept of Hierarchy of Authority says that an organization must know who is in charge of which elements and who reports to whom. Of course, this has implications for the division of labor because, under the Hierarchy of Authority, many tasks are divided and distributed across the organization. This process necessarily entails varying degrees of specialization of jobs and tasks, which we see a lot these days as the business environment grows more sophisticated.