netrashetty
Netra Shetty
Organisational Structure of Aramark : Aramark Corporation, known commonly as Aramark, is an American food, facilities, and clothing provider supplying businesses, educational institutions, sports facilities, and health care institutions. It is headquartered at the Aramark Tower in Center City Philadelphia, Pennsylvania.[1] Aramark’s revenues reached $12.3 billion USD in 2009 and was listed as the 189th largest employer on the FORTUNE 500.[2]
CEO
Joseph Neubauer
2
CFO
Frederick Sutherland
Unform & Career Apparel
TV
2
Global Food, Hospitality & F...
AK
Human Resources
LM
2
International & Globaliz
Organizational theory uses varying techniques to know the strategies set by an Ortegas and how these strategies are used to manage and organize the firm. Organizational theory uses analytical tools to fully understand Ortegas and then determine the various strategies that it uses to manage or organize itself. Strategies are not only the ones used to learn more about Ortegas, in some instances other fields like culture, networks and business relationships are being studied to fully know the organization.
C. Different approaches to management of companies
Companies make use of classical and human relations approach to management. The classical management approach did not care about its employees since the belief is that the management is the one that can make the business successful. On the other hand the human relations management approach gave importance to the role and capabilities of the employees on the success of the organization. Classical management approach is used usually by older businesses because it is the one they have been used to. Classical management approach is used by large organizations such as Hutchison Whampoa. This company has been successful in most businesses they have engaged transaction in. It is due to the company making sure that it hires the best managers. This company has a paternalistic style that reduces the right of the employees to discuss what they want. This company keeps its power for itself and it makes decisions based on what the management thinks should be the strategy used by a company. The human relations approach is used by upstart businesses because they believe that to perform well the company has to have a good relationship with the personnel. The human relations approach is used by companies such as Coca Cola wherein the personnel are treated as an integral part of the organization and they are given fair treatment. Coca Cola makes sure that it provides humane treatment to their personnel. The rights, beliefs and principles of the personnel are treated with outmost respect and are always considered by the company before making any decisions. The company also makes sure that it motivates and rewards its personnel.
By 1988, Apple had established strong markets in France, Canada, and Australia. Major
European companies, such as France’s Aerospatiale and Renault, Germany’s Bayer and BASF,
and Britain’s Plessey purchased a significant number of Macintosh machines. Apple gained 6%
of the overall European market.61 Apple’s European revenues grew by 55%, faster than revenue
growth for the entire company.62 Apple experienced the same success in new markets such as
Spain, Sweden, Holland, Belgium, and Japan. Its Swedish subsidiary, developed in 1985,
captured 15% of the business market in 1988.63 Sales in Japan also took off as localized products
were developed.
Apple’s foreign operations now consisted of three manufacturing facilities in Ireland and
Singapore and distribution facilities in Europe, Canada, and Australia.64 In October of 1988,
European sales alone made up nearly one-third of total revenues for Apple.65
International growth spurred Apple to expand its European headquarters in Paris. The staff was
increased by over 150 people.66 “We can’t do everything from the U.S. anymore; valuable things
are happening in Europe,” said Spindler.67 A new corporate “account management” program was
Apple Computer, Inc.
11
established, which included several hundred corporate account specialists fanning out across the
Continent. The proportion of European-made components used in Apple’s Irish production plant
was increased and Apple opened a $10 million R&D center in Paris that employed 50
engineers.68
This growth was accompanied by a realization that Apple’s various markets were distinct and
required different expertise. Apple responded by splitting its International Division into separate,
autonomous Pacific and European units and creating the Apple USA division from what was
formally known as U.S. Sales and Marketing. Exhibits 7 and 8 show the old and new Apple
structures. The four functional divisions were replaced by two, Apple Products and Apple USA,
and the role of Chief Operating Office was removed. Each division was headed by a president
who reported directly to Sculley. Jean-Louis Gassee was placed in charge of Apple Products,
responsible for all product development, manufacturing operations and marketing. U.S. sales and
marketing, service and support, and Apple’s internal information systems operations were
incorporated into Apple USA. Sculley segmented this division’s operations into business and
education market units and a marketing support unit. Apple’s International Division was split
into Apple Europe and Apple Pacific. Michael Spindler was placed in charge of Apple Europe
responsible for sales, service, and marketing operations for primarily France, West Germany, and
Scandinavia. Del Yocam was placed in charge of Apple Pacific handling sales, service, and
marketing for Apple’s current markets in Canada, Australia, and Japan while investigating
market opportunities in Pacific Rim and Latin American nations.
CEO
Joseph Neubauer
2
CFO
Frederick Sutherland
Unform & Career Apparel
TV
2
Global Food, Hospitality & F...
AK
Human Resources
LM
2
International & Globaliz
Organizational theory uses varying techniques to know the strategies set by an Ortegas and how these strategies are used to manage and organize the firm. Organizational theory uses analytical tools to fully understand Ortegas and then determine the various strategies that it uses to manage or organize itself. Strategies are not only the ones used to learn more about Ortegas, in some instances other fields like culture, networks and business relationships are being studied to fully know the organization.
C. Different approaches to management of companies
Companies make use of classical and human relations approach to management. The classical management approach did not care about its employees since the belief is that the management is the one that can make the business successful. On the other hand the human relations management approach gave importance to the role and capabilities of the employees on the success of the organization. Classical management approach is used usually by older businesses because it is the one they have been used to. Classical management approach is used by large organizations such as Hutchison Whampoa. This company has been successful in most businesses they have engaged transaction in. It is due to the company making sure that it hires the best managers. This company has a paternalistic style that reduces the right of the employees to discuss what they want. This company keeps its power for itself and it makes decisions based on what the management thinks should be the strategy used by a company. The human relations approach is used by upstart businesses because they believe that to perform well the company has to have a good relationship with the personnel. The human relations approach is used by companies such as Coca Cola wherein the personnel are treated as an integral part of the organization and they are given fair treatment. Coca Cola makes sure that it provides humane treatment to their personnel. The rights, beliefs and principles of the personnel are treated with outmost respect and are always considered by the company before making any decisions. The company also makes sure that it motivates and rewards its personnel.
By 1988, Apple had established strong markets in France, Canada, and Australia. Major
European companies, such as France’s Aerospatiale and Renault, Germany’s Bayer and BASF,
and Britain’s Plessey purchased a significant number of Macintosh machines. Apple gained 6%
of the overall European market.61 Apple’s European revenues grew by 55%, faster than revenue
growth for the entire company.62 Apple experienced the same success in new markets such as
Spain, Sweden, Holland, Belgium, and Japan. Its Swedish subsidiary, developed in 1985,
captured 15% of the business market in 1988.63 Sales in Japan also took off as localized products
were developed.
Apple’s foreign operations now consisted of three manufacturing facilities in Ireland and
Singapore and distribution facilities in Europe, Canada, and Australia.64 In October of 1988,
European sales alone made up nearly one-third of total revenues for Apple.65
International growth spurred Apple to expand its European headquarters in Paris. The staff was
increased by over 150 people.66 “We can’t do everything from the U.S. anymore; valuable things
are happening in Europe,” said Spindler.67 A new corporate “account management” program was
Apple Computer, Inc.
11
established, which included several hundred corporate account specialists fanning out across the
Continent. The proportion of European-made components used in Apple’s Irish production plant
was increased and Apple opened a $10 million R&D center in Paris that employed 50
engineers.68
This growth was accompanied by a realization that Apple’s various markets were distinct and
required different expertise. Apple responded by splitting its International Division into separate,
autonomous Pacific and European units and creating the Apple USA division from what was
formally known as U.S. Sales and Marketing. Exhibits 7 and 8 show the old and new Apple
structures. The four functional divisions were replaced by two, Apple Products and Apple USA,
and the role of Chief Operating Office was removed. Each division was headed by a president
who reported directly to Sculley. Jean-Louis Gassee was placed in charge of Apple Products,
responsible for all product development, manufacturing operations and marketing. U.S. sales and
marketing, service and support, and Apple’s internal information systems operations were
incorporated into Apple USA. Sculley segmented this division’s operations into business and
education market units and a marketing support unit. Apple’s International Division was split
into Apple Europe and Apple Pacific. Michael Spindler was placed in charge of Apple Europe
responsible for sales, service, and marketing operations for primarily France, West Germany, and
Scandinavia. Del Yocam was placed in charge of Apple Pacific handling sales, service, and
marketing for Apple’s current markets in Canada, Australia, and Japan while investigating
market opportunities in Pacific Rim and Latin American nations.
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