netrashetty
Netra Shetty
Asbury Automotive Group (NYSE: ABG) is a Fortune 500 company based in [Atlanta], and was founded in 1995. The company operates auto dealerships in various parts of the United States. In 2006 it ranked 364 out of 500 [1]
As of First Quarter 2008, it is one of the largest automobile retailers in the U.S. 2006 revenues were reported to be approximately $5.7 billion.[2] There are 120 franchises selling and serving 33 different automotive brands.
CEO
Charles Oglesby
5
Chairman of the Board
Michael Durham
Director
Eugene Katz
Director
Juanita James
2
Director
Thomas DeLoach
5
Director
Janet Clarke
2
Director
Vernon Jordan
Director
Philip Maritz
Director
Dennis Clements
CFO
Craig Monaghan
Asbury Tampa
JW
Control
BH
Legal
LB
2
Human Resources
Phillip Johnson
In any organization, the different people and functions do not operate completely independently. To a greater or lesser degree, all parts of the organization need each other. Important developments in organizational design in the last few decades of the twentieth century and the early part of the twenty-first century have been attempts to understand the nature of interdependence and improve the functioning of organizations in respect to this factor. One approach is to flatten the organization, to develop the horizontal connections and de-emphasize vertical reporting relationships. At times, this involves simply eliminating layers of middle management. For example, some Japanese companies—even very large manufacturing firms—have only four levels of management: top management, plant management, department management, and section management. Some U.S. companies also have drastically reduced the number of managers as part of a downsizing strategy; not just to reduce salary expense, but also to streamline the organization in order to improve communication and decision making.
In a virtual sense, technology is another means of flattening the organization. The use of computer networks and software designed to facilitate group work within an organization can speed communications and decision making. Even more effective is the use of intranets to make company information readily accessible throughout the organization. The rapid rise of such technology has made virtual organizations and boundarlyless organizations possible, where managers, technicians, suppliers, distributors, and customers connect digitally rather than physically.
A different perspective on the issue of interdependence can be seen by comparing the organic model of organization with the mechanistic model. The traditional, mechanistic structure is characterized as highly complex because of its emphasis on job specialization, highly formalized emphasis on definite procedures and protocols, and centralized authority and accountability. Yet, despite the advantages of coordination that these structures present, they may hinder tasks that are interdependent. In contrast, the organic model of organization is relatively simple because it de-emphasizes job specialization, is relatively informal, and decentralizes authority. Decision-making and goal-setting processes are shared at all levels, and communication ideally flows more freely throughout the organization.
A common way that modern business organizations move toward the organic model is by the implementation of various kinds of teams. Some organizations establish self-directed work teams as the basic production group. Examples include production cells in a manufacturing firm or customer service teams in an insurance company. At other organizational levels, cross-functional teams may be established, either on an ad hoc basis (e.g., for problem solving) or on a permanent basis as the regular means of conducting the organization's work. Aid Association for Lutherans is a large insurance organization that has adopted the self-directed work team approach. Part of the impetus toward the organic model is the belief that this kind of structure is more effective for employee motivation. Various studies have suggested that steps such as expanding the scope of jobs, involving workers in problem solving and planning, and fostering open communications bring greater job satisfaction and better performance.
The first step is determining what type of organizational structure you would like to design and implement. Some examples of structures would be, functional and hierarchical. Next, you should develop a strategy to start organizing your business, company, or group. How do you want it to run? From the top down, or by a matrix of different people, such as a management department is a big decision. Once you have a few options picked out, you can decide which option will be optimal to produce the results you desire.
On this site, you can find assistance on the topics above. Available to you are designs, models, alternative ideas, and strategy examples for setting up the structure of your business. Also available are different theories and opinions surrounding some strategies discussed. As for smaller organizations, we can offer some public resources to help you in your specific area. Additionally, simple versions of structures can be found.
If you choose the options that best fit your organization then you're more likely to succeed in your market. By having the right people in the right place, it can lead to better networking opportunities, higher sales, increased interest in your organization, and overall success.
As of First Quarter 2008, it is one of the largest automobile retailers in the U.S. 2006 revenues were reported to be approximately $5.7 billion.[2] There are 120 franchises selling and serving 33 different automotive brands.
CEO
Charles Oglesby
5
Chairman of the Board
Michael Durham
Director
Eugene Katz
Director
Juanita James
2
Director
Thomas DeLoach
5
Director
Janet Clarke
2
Director
Vernon Jordan
Director
Philip Maritz
Director
Dennis Clements
CFO
Craig Monaghan
Asbury Tampa
JW
Control
BH
Legal
LB
2
Human Resources
Phillip Johnson
In any organization, the different people and functions do not operate completely independently. To a greater or lesser degree, all parts of the organization need each other. Important developments in organizational design in the last few decades of the twentieth century and the early part of the twenty-first century have been attempts to understand the nature of interdependence and improve the functioning of organizations in respect to this factor. One approach is to flatten the organization, to develop the horizontal connections and de-emphasize vertical reporting relationships. At times, this involves simply eliminating layers of middle management. For example, some Japanese companies—even very large manufacturing firms—have only four levels of management: top management, plant management, department management, and section management. Some U.S. companies also have drastically reduced the number of managers as part of a downsizing strategy; not just to reduce salary expense, but also to streamline the organization in order to improve communication and decision making.
In a virtual sense, technology is another means of flattening the organization. The use of computer networks and software designed to facilitate group work within an organization can speed communications and decision making. Even more effective is the use of intranets to make company information readily accessible throughout the organization. The rapid rise of such technology has made virtual organizations and boundarlyless organizations possible, where managers, technicians, suppliers, distributors, and customers connect digitally rather than physically.
A different perspective on the issue of interdependence can be seen by comparing the organic model of organization with the mechanistic model. The traditional, mechanistic structure is characterized as highly complex because of its emphasis on job specialization, highly formalized emphasis on definite procedures and protocols, and centralized authority and accountability. Yet, despite the advantages of coordination that these structures present, they may hinder tasks that are interdependent. In contrast, the organic model of organization is relatively simple because it de-emphasizes job specialization, is relatively informal, and decentralizes authority. Decision-making and goal-setting processes are shared at all levels, and communication ideally flows more freely throughout the organization.
A common way that modern business organizations move toward the organic model is by the implementation of various kinds of teams. Some organizations establish self-directed work teams as the basic production group. Examples include production cells in a manufacturing firm or customer service teams in an insurance company. At other organizational levels, cross-functional teams may be established, either on an ad hoc basis (e.g., for problem solving) or on a permanent basis as the regular means of conducting the organization's work. Aid Association for Lutherans is a large insurance organization that has adopted the self-directed work team approach. Part of the impetus toward the organic model is the belief that this kind of structure is more effective for employee motivation. Various studies have suggested that steps such as expanding the scope of jobs, involving workers in problem solving and planning, and fostering open communications bring greater job satisfaction and better performance.
The first step is determining what type of organizational structure you would like to design and implement. Some examples of structures would be, functional and hierarchical. Next, you should develop a strategy to start organizing your business, company, or group. How do you want it to run? From the top down, or by a matrix of different people, such as a management department is a big decision. Once you have a few options picked out, you can decide which option will be optimal to produce the results you desire.
On this site, you can find assistance on the topics above. Available to you are designs, models, alternative ideas, and strategy examples for setting up the structure of your business. Also available are different theories and opinions surrounding some strategies discussed. As for smaller organizations, we can offer some public resources to help you in your specific area. Additionally, simple versions of structures can be found.
If you choose the options that best fit your organization then you're more likely to succeed in your market. By having the right people in the right place, it can lead to better networking opportunities, higher sales, increased interest in your organization, and overall success.
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