netrashetty
Netra Shetty
Arctic Cat (NASDAQ: ACAT) is a North American manufacturer of snowmobiles and all-terrain vehicles. The company is based in Thief River Falls, MN.
Arctic Cat, also known as "snow cats", is best known for their series of ZR snowmobile models which utilized two stroke motors in the early to late 1990s. Most ZR's,ZRT's and ZL's were replaced in 2003 by the Firecat series, derived from their 2002 championship sled. It was derived from the "Skinny Mini" prototype sled. The prototype sled had features different from other sleds at that time, by utilizing parts that provided more than one role and a track that had less width then other sleds, reducing rotating mass. These sleds featured a laydown type engine, which was centered low in the sled to centralize mass. Well known sleds of this time include the Arctic Cat Firecat F7, a 700cc two stroke with 140 horsepower. High speeds were possible with this sled because of the efficiency of the chassis due in part to the smaller width of the track. Big changes were made to the lineup for the 2007 model year a new chassis was introduced which was called a twin-spar chassis replacing all previous models while added a new 4 stroke engine, the Z1 Jaguar. It featured a 1100cc 4-stroke parallel twin. In 2009 the Z1 was turbocharged to produce 177 horsepower (132 kW), which is 6 horsepower (4.5 kW) more than any other production snowmobile.[2] The Crossfire and M-series remain on the same M-series chassis which is a spinoff from the original Firecat Chassis.
CEO
Claude Jordan
4
Chairman of the Board
Christopher Twomey
2
Director
Susan Lester
Director
Ito Masayoshi
2
Director
Kenneth Roering
2
Director
Gregg Ostrander
3
Director
Christian Koch
2
Director
Tony Christianson
Director
Robert Dondelinger
CFO & Secretary
TD
Parts, Garments & Accessories
MW
Snowmobile
BD
Human Resources
JN
Operations
PF
Snowmobile Research & Develo...
RS
In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The relationships among these positions are illustrated graphically in an organizational chart (see Figures 1a and 1b). The best organizational structure for any organization depends on many factors including the work it does; its size in terms of employees, revenue, and the geographic dispersion of its facilities; and the range of its businesses (the degree to which it is diversified across markets).
There are multiple structural variations that organizations can take on, but there are a few basic principles that apply and a small number of common patterns. The following sections explain these patterns and provide the historical context from which some of them arose. The first section addresses organizational structure in the twentieth century. The second section provides additional details of traditional, vertically-arranged organizational structures. This is followed by descriptions of several alternate organizational structures including those arranged by product, function, and geographical or product markets. Next is a discussion of combination structures, or matrix organizations. The discussion concludes by addressing emerging and potential future organizational structures.
A project organization exists of product oriented flows: project and teams. The project members leave their functional department and devote all their time to the project. They share the same location. The professionals are less specialized and have brioader tasks, skills and responsibilities. The functional manager is responsible for the personnel development and the more detailed technology research in the functional groups.
Companies can be classified to their organizational structures. Another variable companies can be classified to is the nature of the projects undertaken. We characterize projects by the number of employees needed to perform the tasks, or workload, and the number of tasks that are fundamentally different in nature. An example of the latter aspect is PCB development and structural design.
Management thought during this period was influenced by Weber's ideas of bureaucracy, where power is ascribed to positions rather than to the individuals holding those positions. It also was influenced by Taylor's scientific management, or the "one best way" to accomplish a task using scientifically-determined studies of time and motion. Also influential were Fayol's ideas of invoking unity within the chain-of-command, authority, discipline, task specialization, and other aspects of organizational power and job separation. This created the context for vertically-structured organizations characterized by distinct job classifications and top-down authority structures, or what became known as the traditional or classical organizational structure.
Job specialization, a hierarchical reporting structure through a tightly-knit chain-of-command, and the subordination of individual interests to the superordinate goals of the organization combined to result in organizations arranged by functional departments with order and discipline maintained by rules, regulations, and standard operating procedures. This classical view, or bureaucratic structure, of organizations was the dominant pattern as small organizations grew increasingly larger during the economic boom that occurred from the 1900s until the Great Depression of the 1930s. Henry Ford's plants were typical of this
Arctic Cat, also known as "snow cats", is best known for their series of ZR snowmobile models which utilized two stroke motors in the early to late 1990s. Most ZR's,ZRT's and ZL's were replaced in 2003 by the Firecat series, derived from their 2002 championship sled. It was derived from the "Skinny Mini" prototype sled. The prototype sled had features different from other sleds at that time, by utilizing parts that provided more than one role and a track that had less width then other sleds, reducing rotating mass. These sleds featured a laydown type engine, which was centered low in the sled to centralize mass. Well known sleds of this time include the Arctic Cat Firecat F7, a 700cc two stroke with 140 horsepower. High speeds were possible with this sled because of the efficiency of the chassis due in part to the smaller width of the track. Big changes were made to the lineup for the 2007 model year a new chassis was introduced which was called a twin-spar chassis replacing all previous models while added a new 4 stroke engine, the Z1 Jaguar. It featured a 1100cc 4-stroke parallel twin. In 2009 the Z1 was turbocharged to produce 177 horsepower (132 kW), which is 6 horsepower (4.5 kW) more than any other production snowmobile.[2] The Crossfire and M-series remain on the same M-series chassis which is a spinoff from the original Firecat Chassis.
CEO
Claude Jordan
4
Chairman of the Board
Christopher Twomey
2
Director
Susan Lester
Director
Ito Masayoshi
2
Director
Kenneth Roering
2
Director
Gregg Ostrander
3
Director
Christian Koch
2
Director
Tony Christianson
Director
Robert Dondelinger
CFO & Secretary
TD
Parts, Garments & Accessories
MW
Snowmobile
BD
Human Resources
JN
Operations
PF
Snowmobile Research & Develo...
RS
In an organization of any size or complexity, employees' responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The relationships among these positions are illustrated graphically in an organizational chart (see Figures 1a and 1b). The best organizational structure for any organization depends on many factors including the work it does; its size in terms of employees, revenue, and the geographic dispersion of its facilities; and the range of its businesses (the degree to which it is diversified across markets).
There are multiple structural variations that organizations can take on, but there are a few basic principles that apply and a small number of common patterns. The following sections explain these patterns and provide the historical context from which some of them arose. The first section addresses organizational structure in the twentieth century. The second section provides additional details of traditional, vertically-arranged organizational structures. This is followed by descriptions of several alternate organizational structures including those arranged by product, function, and geographical or product markets. Next is a discussion of combination structures, or matrix organizations. The discussion concludes by addressing emerging and potential future organizational structures.
A project organization exists of product oriented flows: project and teams. The project members leave their functional department and devote all their time to the project. They share the same location. The professionals are less specialized and have brioader tasks, skills and responsibilities. The functional manager is responsible for the personnel development and the more detailed technology research in the functional groups.
Companies can be classified to their organizational structures. Another variable companies can be classified to is the nature of the projects undertaken. We characterize projects by the number of employees needed to perform the tasks, or workload, and the number of tasks that are fundamentally different in nature. An example of the latter aspect is PCB development and structural design.
Management thought during this period was influenced by Weber's ideas of bureaucracy, where power is ascribed to positions rather than to the individuals holding those positions. It also was influenced by Taylor's scientific management, or the "one best way" to accomplish a task using scientifically-determined studies of time and motion. Also influential were Fayol's ideas of invoking unity within the chain-of-command, authority, discipline, task specialization, and other aspects of organizational power and job separation. This created the context for vertically-structured organizations characterized by distinct job classifications and top-down authority structures, or what became known as the traditional or classical organizational structure.
Job specialization, a hierarchical reporting structure through a tightly-knit chain-of-command, and the subordination of individual interests to the superordinate goals of the organization combined to result in organizations arranged by functional departments with order and discipline maintained by rules, regulations, and standard operating procedures. This classical view, or bureaucratic structure, of organizations was the dominant pattern as small organizations grew increasingly larger during the economic boom that occurred from the 1900s until the Great Depression of the 1930s. Henry Ford's plants were typical of this