netrashetty
Netra Shetty
Organisational Structure of Analog Devices : Analog Devices, Inc. (NYSE: ADI) is an American multinational semiconductor company specializing in data conversion and signal conditioning technology. Their products are used in industrial process controls, medical and scientific instruments, communications gear, computers, and consumer electronics devices.[3]
Analog Devices is headquartered in Norwood, Massachusetts, with design and manufacturing facilities both in the US and abroad
3
CEO
Jerald Fishman
Chairman of the Board
Ray Stata
5
Director
John Hodgson
2
Director
Paul Severino
3
Director
Yves-Andre Istel
3
Director
Kenton Sicchitano
2
Director
James Champy
3
Director
Neil Novich
Director
Grant Saviers
7
Director
John Doyle
CIO
PF
Limerick Manufacturing
DD
U.S. Operations
IM
Foundry Operations
MS
Americas Sales
LB
5
Analog Technology
David Robertson
Asia Sales
HC
Assembly & Test Operations
JH
2
Automotive
Thomas Wessel
Channel Sales
AG
Consumer & Communications In...
JH
Converters
DM
2
Core Products & Technologies
Robert McAdam
Control & Accounting
SB
CFO
David Zinsner
Legal & Secretary
MS
2
Healthcare
Pat O'Doherty
Human Resources
WM
Industrial & Instrumentation
MB
Japan Sales
OM
Linear & Radio Frequency
PR
Marketing
EO
MEMS/Sensors
MM
Planning & Supply Chain Logi...
GD
Power Management Products
PH
Processor-DSP
DL
2
Research & Development
Samuel Fuller
Strategic Markets
VR
3
Manufacturing
Robert Marshall
9
Treasurer & Mergers & Acquis...
William Martin
Organizational structure is seen as an important part of the work environment. An agile company aims to manage change and uncertainty through the entrepreneurial approach, combined with a flexible organizational structure and distributed managerial decision-making authority, which allows for rapid reconfiguration of the human and technological resources in a quest for meeting globally changing market requirements an integration of human resources across departments and at different hierarchical levels in developing the strategic vision should be followed by a strategy to realize appropriate changes within a new organizational structure (Hendrick 2002). The organizational structure of Ortegas is a less formal type of structure wherein there is no structure that divides the organization. The management interacts and commands with the personnel in a direct way. The Ortegas wanted to create divisions and teams for the company but it did not materialize due to the personnel being uncooperative.
The GM, as the chief executive of the hotel, emerges as the single
person capable of providing the overall organizational direction, decision
making, coordination, and arbitration needed to make a hotel’s
functional departments work together effectively. A hotel simply cannot
run itself from the departmental level. Thus, the GM must be a
strong leader to be effective.
MEETINGS AND COMMITTEES
An organizational chart, such as those depicted in Figure 2–1, is useful
in identifying the formal reporting and authority relationships of
a hotel or a lodging enterprise. However, it is not of much help in coordinating
administrative units at the department and subdepartment
level.
Consider this scenario. If the director of sales increases group bookings
without consulting other hotel departments, a disaster is in the
making. If the reservations department is not consulted, the sales department
might guarantee more rooms to a group than are actually
available at a price lower than the reservations department’s quarterly
goal. If the convention services manager is not consulted, necessary
meeting rooms might not be available. If the food and beverage department
is not consulted, the group might be sold a banquet that exceeds
the hotel’s capabilities. If the accounting department is not conc02.
Meetings and Committees 43
sulted, credit terms might be extended that violate the credit manager’s
policies. If the front office is not consulted, the group might experience
lengthy delays at check-in (groups are usually preassigned
rooms and keys).
The executive operating committee (EOC) of a hotel, made up of
the general manager and senior executives from each department, is
designed to increase the level of coordination between departments.
There is no standard membership for this committee, but it usually
comprises those executives who report directly to the general manager.
The EOC is also responsible for a hotel’s major budgetary units,
such as the food and beverage and housekeeping units. EOC functions
depend on how the hotel GM chooses to use the group, the GM’s style,
and the structure of other management meetings in the hotel. Typically,
the EOC meets weekly, focusing on matters ranging from day-today
operational issues (daily function schedules and labor and food
cost control) to comparing budgets with actual operating results.
Many hotels increase communications through an elaborate structure
of additional committees and meetings, including some or all of
the following: operations, staff, sales forecast and marketing, departmental,
subdepartmental, credit, safety, energy conservation, and employee
meetings.
The operations committee comprises the general manager, department
heads, front office manager, manager on duty, and representatives
from housekeeping, security, engineering, and food and beverage.
This committee might meet four or five times per week for 15
to 20 minutes to review upcoming activities and assess the results of
previous activities.
The staff committee might include the GM, department heads, and
all subdepartment heads who report to the department heads. This
committee, which might meet weekly for one or two hours, reviews the
prior week’s performance, the current week’s activities, the next week’s
plans, and special projects. The staff committee also presents performance
awards to employees.
The concept of forecasting, pioneered by Conrad Hilton (see Box
2–1), was introduced in chapter 1. The sales forecast and marketing
committee might meet one to four times per month for several hours
so the GM and department heads can review room demand for the
coming 90 days and devise strategies to increase room nights (and thus
bring in more revenue) and to increase average daily rates by up-selling
potential guests to higher-rated rooms with perhaps more amenities
or service
Analog Devices is headquartered in Norwood, Massachusetts, with design and manufacturing facilities both in the US and abroad
3
CEO
Jerald Fishman
Chairman of the Board
Ray Stata
5
Director
John Hodgson
2
Director
Paul Severino
3
Director
Yves-Andre Istel
3
Director
Kenton Sicchitano
2
Director
James Champy
3
Director
Neil Novich
Director
Grant Saviers
7
Director
John Doyle
CIO
PF
Limerick Manufacturing
DD
U.S. Operations
IM
Foundry Operations
MS
Americas Sales
LB
5
Analog Technology
David Robertson
Asia Sales
HC
Assembly & Test Operations
JH
2
Automotive
Thomas Wessel
Channel Sales
AG
Consumer & Communications In...
JH
Converters
DM
2
Core Products & Technologies
Robert McAdam
Control & Accounting
SB
CFO
David Zinsner
Legal & Secretary
MS
2
Healthcare
Pat O'Doherty
Human Resources
WM
Industrial & Instrumentation
MB
Japan Sales
OM
Linear & Radio Frequency
PR
Marketing
EO
MEMS/Sensors
MM
Planning & Supply Chain Logi...
GD
Power Management Products
PH
Processor-DSP
DL
2
Research & Development
Samuel Fuller
Strategic Markets
VR
3
Manufacturing
Robert Marshall
9
Treasurer & Mergers & Acquis...
William Martin
Organizational structure is seen as an important part of the work environment. An agile company aims to manage change and uncertainty through the entrepreneurial approach, combined with a flexible organizational structure and distributed managerial decision-making authority, which allows for rapid reconfiguration of the human and technological resources in a quest for meeting globally changing market requirements an integration of human resources across departments and at different hierarchical levels in developing the strategic vision should be followed by a strategy to realize appropriate changes within a new organizational structure (Hendrick 2002). The organizational structure of Ortegas is a less formal type of structure wherein there is no structure that divides the organization. The management interacts and commands with the personnel in a direct way. The Ortegas wanted to create divisions and teams for the company but it did not materialize due to the personnel being uncooperative.
The GM, as the chief executive of the hotel, emerges as the single
person capable of providing the overall organizational direction, decision
making, coordination, and arbitration needed to make a hotel’s
functional departments work together effectively. A hotel simply cannot
run itself from the departmental level. Thus, the GM must be a
strong leader to be effective.
MEETINGS AND COMMITTEES
An organizational chart, such as those depicted in Figure 2–1, is useful
in identifying the formal reporting and authority relationships of
a hotel or a lodging enterprise. However, it is not of much help in coordinating
administrative units at the department and subdepartment
level.
Consider this scenario. If the director of sales increases group bookings
without consulting other hotel departments, a disaster is in the
making. If the reservations department is not consulted, the sales department
might guarantee more rooms to a group than are actually
available at a price lower than the reservations department’s quarterly
goal. If the convention services manager is not consulted, necessary
meeting rooms might not be available. If the food and beverage department
is not consulted, the group might be sold a banquet that exceeds
the hotel’s capabilities. If the accounting department is not conc02.
Meetings and Committees 43
sulted, credit terms might be extended that violate the credit manager’s
policies. If the front office is not consulted, the group might experience
lengthy delays at check-in (groups are usually preassigned
rooms and keys).
The executive operating committee (EOC) of a hotel, made up of
the general manager and senior executives from each department, is
designed to increase the level of coordination between departments.
There is no standard membership for this committee, but it usually
comprises those executives who report directly to the general manager.
The EOC is also responsible for a hotel’s major budgetary units,
such as the food and beverage and housekeeping units. EOC functions
depend on how the hotel GM chooses to use the group, the GM’s style,
and the structure of other management meetings in the hotel. Typically,
the EOC meets weekly, focusing on matters ranging from day-today
operational issues (daily function schedules and labor and food
cost control) to comparing budgets with actual operating results.
Many hotels increase communications through an elaborate structure
of additional committees and meetings, including some or all of
the following: operations, staff, sales forecast and marketing, departmental,
subdepartmental, credit, safety, energy conservation, and employee
meetings.
The operations committee comprises the general manager, department
heads, front office manager, manager on duty, and representatives
from housekeeping, security, engineering, and food and beverage.
This committee might meet four or five times per week for 15
to 20 minutes to review upcoming activities and assess the results of
previous activities.
The staff committee might include the GM, department heads, and
all subdepartment heads who report to the department heads. This
committee, which might meet weekly for one or two hours, reviews the
prior week’s performance, the current week’s activities, the next week’s
plans, and special projects. The staff committee also presents performance
awards to employees.
The concept of forecasting, pioneered by Conrad Hilton (see Box
2–1), was introduced in chapter 1. The sales forecast and marketing
committee might meet one to four times per month for several hours
so the GM and department heads can review room demand for the
coming 90 days and devise strategies to increase room nights (and thus
bring in more revenue) and to increase average daily rates by up-selling
potential guests to higher-rated rooms with perhaps more amenities
or service
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