netrashetty
Netra Shetty
Organisational Structure of American Express : American Express Company (NYSE: AXP), sometimes known as AmEx, is a diversified global financial services company headquartered in New York City. Founded in 1850, it is one of the 30 components of the Dow Jones Industrial Average. The company is best known for its credit card, charge card, and traveler's cheque businesses. Amex cards account for approximately 24% of the total dollar volume of credit card transactions in the US, the highest of any card issuer.[4][5]
BusinessWeek and Interbrand ranked American Express as the 22nd most valuable brand in the world, estimating the brand to be worth US$14.97 billion.[6] Fortune listed Amex as one of the top 30 Most Admired Companies in the World.[7]
The company's mascot, adopted in 1958, is a Roman gladiator[8] whose image appears on the company's travelers' cheques and charge cards.
CEO
Kenneth Chenault
Director
Peter Chernin
3
Director
Ursula Burns
Director
Richard Levin
3
Director
Ronald Williams
4
Director
Steven Reinemund
5
Director
Edward Miller
4
Director
Robert Walter
3
Director
Daniel Akerson
2
Director
Jan Leschly
4
Director
Richard McGinn
4
Director
Charlene Barshefsky
Director
Theodore Leonis
CFO
Daniel Henry
Corporate & External Affairs
Thomas Schick
Legal
Louise Parent
7
Advertising, Brand & Marketi...
John Hayes
3
Human Resources
Kevin Cox
World Service
Jim Bush
4
Enterprise Growth
Daniel Schulman
3
Global Services & CIO
Stephen Squeri
2
President
Alfred Kelly
Global Business Travel
Charles Petrucelli
Global Commercial Card
Anré Williams
2
Vice Chairman
Edward Gilligan
Public Affairs & Communicati...
Joanna Lambert
Corporate Social Responsibil...
Judy Tenzer
6
International Public Affairs
David Barnes
Online/Social Media
Leslie Berland
Risk Management
Ashwini Gupta
US Consumer Services
Judson Linville
2
Global Merchant Services
William Glenn
International Consumer & Sma...
Douglas Buckminster
Online & Social Media
Shari Forman
Public Affairs - Travel Serv...
Tracy Paurowski
Public Affairs - Network Ser...
Nina Chang
Public Affairs - OPEN Card
Rosa Alfonso
Public Affairs - US Consumer...
Bradley Minor
Travel & Leisure
Norwood Pamela
Public Affairs - Asia
Luisa Megale
Public Affairs - Latin & Car...
Adriana Rivera
Public Affairs - Business Tr...
Alicia Tillman
Public Affairs - Merchant Se...
Christine Elliott
Public Affairs - US Consumer...
Desiree Fish
Public Affairs - Commercial ...
Molly Faust
Robbins and Judge (2007) advocates that transformational leaders are keener on inspiring followers to go beyond self-interests and are capable of affecting followers by showing commendable leadership examples. Also, Jung (2001) notes that transformational leaders “seek to transform followers' personal values and self-concepts, and move them to higher level of needs and aspirations” (187). These leadership activities cultivate the condition of creativity and innovation as the leader teaches the followers new knowledge that will help them in specific situations. It is also a manifestation of learning and developing organisational culture. Bass (1997) asserts that TFL is universally effective across cultures. Considering the diversity of followers, the leader is able to cope up with personal differences by coming up with unified vision towards the organisation. What is remarkable on the TFL theory is the provision where the leader is able to motivate the followers regardless of cultural orientation (Jung et al. 2003). For instance on the case of Google, which is known for having successful Internet-based business operations in the dotcoms years (in late 1990s) and remains to be an industry leader (Murphy and Scharl 2007, 301; Henry 2006), the provision of diversity is a challenge. In recognising the diversity of skills and Google employees, conflict is a risk because employees have differing values and experience differing situations (Darling and Walker 2001). The transactional leader is able to establish unity amidst diversity by means of training. Diversity in culture is an advantage for it is where the leader is served with various human resources that complement each other. In here, change in culture is necessary. The TFL theory supports behaviours that will help effectively manage organisational change amidst a diversified team by reducing pessimistic attitudes toward the intended change.
Types Of Organizational Structures
Regarding Types of Organizational Structures, I will first critically note that an appropriate organizational structure for any given company is a very elusive animal, indeed. Every company tends to organize itself differently, so there is no absolute right and no absolute wrong way to design an organization. Appropriate organizational structure depends upon the unique strategy of the business, its unique customer base, its
Organizational Structure:
A Critical Factor for Organizational Effectiveness and Employee Satisfaction 7
unique sense of products and services, and its management of these considerations as they are dispersed throughout the enterprise.
The most common organizational types may be classified as follows:
�� The Functional Structure
�� The Divisional Structure
�� The Matrix Structure, and
�� The Horizontally Linked Structure
Before we discuss each of these structures, I’d like to note that with any given company, and especially with a very large company (an organization with ten, fifteen, twenty, forty thousand people, for instance), we typically do not see that a single organization adheres to a single organizational structure. Different structures may benefit different portions of the organization in both subtle and profound ways.
For a hypothetical example, the very controversial Matrix Structure may work extremely well in a company’s research and development environment; however, the sales environment of the same company may benefit greatly from the Divisional option. The distinctions and benefits of these structures will become more apparent as we discuss each of the organizational types.
Different organizational structures may benefit different portions of the organization in both subtle and profound ways.
Dimensions of Organizational Structure
Think about any Organizational Structure and visualize an Organizational Chart in two dimensions: There is the Vertical Dimension, in which the organization is considered to be either a tall or a flat structure; and there is the Horizontal Dimension, in which an organization is considered to be either wide or narrow.
The Vertical Dimension of Organizational Structure
The Vertical Dimension of the Organizational Structure basically lays out who is in charge of whom and who makes the decisions inside an organization. It is the hierarchy of authority within a company, and herein we find something that we call the Span of Control, which plays an especially important role in our discussion of the Functional Structure.
Span of Control is a very simple concept: It refers to the number of people who can report to a single manager inside of the hierarchy. However, the optimal Span of Control is very difficult to quantify, because it varies based upon the type of organization and the work being executed; the nature of the work, the level of Formalization, the skills of the people, the business culture, and the management style of the organization all influence the optimal Span of Control within any given company.
BusinessWeek and Interbrand ranked American Express as the 22nd most valuable brand in the world, estimating the brand to be worth US$14.97 billion.[6] Fortune listed Amex as one of the top 30 Most Admired Companies in the World.[7]
The company's mascot, adopted in 1958, is a Roman gladiator[8] whose image appears on the company's travelers' cheques and charge cards.
CEO
Kenneth Chenault
Director
Peter Chernin
3
Director
Ursula Burns
Director
Richard Levin
3
Director
Ronald Williams
4
Director
Steven Reinemund
5
Director
Edward Miller
4
Director
Robert Walter
3
Director
Daniel Akerson
2
Director
Jan Leschly
4
Director
Richard McGinn
4
Director
Charlene Barshefsky
Director
Theodore Leonis
CFO
Daniel Henry
Corporate & External Affairs
Thomas Schick
Legal
Louise Parent
7
Advertising, Brand & Marketi...
John Hayes
3
Human Resources
Kevin Cox
World Service
Jim Bush
4
Enterprise Growth
Daniel Schulman
3
Global Services & CIO
Stephen Squeri
2
President
Alfred Kelly
Global Business Travel
Charles Petrucelli
Global Commercial Card
Anré Williams
2
Vice Chairman
Edward Gilligan
Public Affairs & Communicati...
Joanna Lambert
Corporate Social Responsibil...
Judy Tenzer
6
International Public Affairs
David Barnes
Online/Social Media
Leslie Berland
Risk Management
Ashwini Gupta
US Consumer Services
Judson Linville
2
Global Merchant Services
William Glenn
International Consumer & Sma...
Douglas Buckminster
Online & Social Media
Shari Forman
Public Affairs - Travel Serv...
Tracy Paurowski
Public Affairs - Network Ser...
Nina Chang
Public Affairs - OPEN Card
Rosa Alfonso
Public Affairs - US Consumer...
Bradley Minor
Travel & Leisure
Norwood Pamela
Public Affairs - Asia
Luisa Megale
Public Affairs - Latin & Car...
Adriana Rivera
Public Affairs - Business Tr...
Alicia Tillman
Public Affairs - Merchant Se...
Christine Elliott
Public Affairs - US Consumer...
Desiree Fish
Public Affairs - Commercial ...
Molly Faust
Robbins and Judge (2007) advocates that transformational leaders are keener on inspiring followers to go beyond self-interests and are capable of affecting followers by showing commendable leadership examples. Also, Jung (2001) notes that transformational leaders “seek to transform followers' personal values and self-concepts, and move them to higher level of needs and aspirations” (187). These leadership activities cultivate the condition of creativity and innovation as the leader teaches the followers new knowledge that will help them in specific situations. It is also a manifestation of learning and developing organisational culture. Bass (1997) asserts that TFL is universally effective across cultures. Considering the diversity of followers, the leader is able to cope up with personal differences by coming up with unified vision towards the organisation. What is remarkable on the TFL theory is the provision where the leader is able to motivate the followers regardless of cultural orientation (Jung et al. 2003). For instance on the case of Google, which is known for having successful Internet-based business operations in the dotcoms years (in late 1990s) and remains to be an industry leader (Murphy and Scharl 2007, 301; Henry 2006), the provision of diversity is a challenge. In recognising the diversity of skills and Google employees, conflict is a risk because employees have differing values and experience differing situations (Darling and Walker 2001). The transactional leader is able to establish unity amidst diversity by means of training. Diversity in culture is an advantage for it is where the leader is served with various human resources that complement each other. In here, change in culture is necessary. The TFL theory supports behaviours that will help effectively manage organisational change amidst a diversified team by reducing pessimistic attitudes toward the intended change.
Types Of Organizational Structures
Regarding Types of Organizational Structures, I will first critically note that an appropriate organizational structure for any given company is a very elusive animal, indeed. Every company tends to organize itself differently, so there is no absolute right and no absolute wrong way to design an organization. Appropriate organizational structure depends upon the unique strategy of the business, its unique customer base, its
Organizational Structure:
A Critical Factor for Organizational Effectiveness and Employee Satisfaction 7
unique sense of products and services, and its management of these considerations as they are dispersed throughout the enterprise.
The most common organizational types may be classified as follows:
�� The Functional Structure
�� The Divisional Structure
�� The Matrix Structure, and
�� The Horizontally Linked Structure
Before we discuss each of these structures, I’d like to note that with any given company, and especially with a very large company (an organization with ten, fifteen, twenty, forty thousand people, for instance), we typically do not see that a single organization adheres to a single organizational structure. Different structures may benefit different portions of the organization in both subtle and profound ways.
For a hypothetical example, the very controversial Matrix Structure may work extremely well in a company’s research and development environment; however, the sales environment of the same company may benefit greatly from the Divisional option. The distinctions and benefits of these structures will become more apparent as we discuss each of the organizational types.
Different organizational structures may benefit different portions of the organization in both subtle and profound ways.
Dimensions of Organizational Structure
Think about any Organizational Structure and visualize an Organizational Chart in two dimensions: There is the Vertical Dimension, in which the organization is considered to be either a tall or a flat structure; and there is the Horizontal Dimension, in which an organization is considered to be either wide or narrow.
The Vertical Dimension of Organizational Structure
The Vertical Dimension of the Organizational Structure basically lays out who is in charge of whom and who makes the decisions inside an organization. It is the hierarchy of authority within a company, and herein we find something that we call the Span of Control, which plays an especially important role in our discussion of the Functional Structure.
Span of Control is a very simple concept: It refers to the number of people who can report to a single manager inside of the hierarchy. However, the optimal Span of Control is very difficult to quantify, because it varies based upon the type of organization and the work being executed; the nature of the work, the level of Formalization, the skills of the people, the business culture, and the management style of the organization all influence the optimal Span of Control within any given company.
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