netrashetty
Netra Shetty
Organisational Structure of AutoZone : AutoZone (NYSE: AZO) is a Fortune 300 corporation based in Memphis, Tennessee[3] which is engaged primarily in the business of the retail sale of automotive parts and accessories.
AutoZone is incorporated in the state of Nevada.
It ranked the 4th worst place to work in America, according to a glassdoor.com survey in 2009.
President
Bill Rhodes
2
Director
Sue Gove
5
Director
George Mrkonic
Director
Theodore Ullyot
2
Director
Earl Graves
Director
J. Hyde
2
Director
Luis Nieto
6
Director
William Crowley
3
Director
Robert Grusky
6
Lead Director
Andrew McKenna
CFO
Bill Giles
2
Development
Robert Olsen
Merchandising, Marketing & S...
JS
Legal & Secretary
HG
CIO
JB
Sales
LR
Control
CP
Human Resources
TB
Marketing
LK
Merchandising
MF
Store Operations
TN
2
Supply Chain
William Graves
3M is a legendary company when it comes to innovation. The company maintains an innovative environment where everyone can participate in the decision making and are encouraged to search for innovative ideas and ways of doing the job. Perhaps it is safe to say that knowledge management is the cornerstone of 3M’s innovative culture. Knowledge management according to Bounfour (2003) can be defined as a set of procedures, infrastructures, technical and managerial tools, designed towards creating, circulating (sharing) and leveraging information and knowledge within and around organizations (p. 156). 3M is considered a knowledge organization which needs to deploy new and creative knowledge to function and survive in its field. Human creativity and innovation are very important inputs to 3M’s processes. 3M require skills derived from freethinking and unbounded actions of its employees. Knowledge organizations according to Amar (2002) grow on skills that bring about uniqueness, newness, and creativity.
Creativity and Innovation
Knowledge organizations such as 3M have a high need for human creativity and innovation. Innovation is the central arena in which knowledge organization competition plays out. 3M and other knowledge organizations need innovation from every member at every level of the organization. Human resources also play an important role in 3M. Human intellect is the major strength of knowledge organizations. Since innovation is the most important input, and human intellect the most important capital, management of knowledge organizations focuses on how to put the two together in their operating system (Amar 2002).
Strategic Human Resources Management (SHRM)
Linking HRM with the strategic goals and objectives of the company is the cornerstone of SHRM (Buyens and de Vos 1991). SHRM has come into view as a primary approach in achieving improvements in the competitive advantage of the organization (Burke and Cooper 2004). The Human Resource Management department is responsible that the organization is properly staffed with people who fit the company’s culture and who are willing to contribute their knowledge, skills and abilities for the benefit of the organization.
3M is a highly innovative and creative company. In order to continue its tradition of introducing innovative products and developing people with the needed knowledge, skills and abilities, the company focuses on HRM. The company wants to attract people who are creative and innovative, those people that will adopt the values, culture and atmosphere of the company. 3M seeks people who are flexible and those who take charge of their own development. Moreover, the company wants its people to share knowledge and expertise and to use these to create new products or to design new approaches in doing business.
Jack Welch has always hated and fought bureaucracy. "To him, bureaucracy is the enemy.
Bureaucracy means waste, slow decision making, unnecessary approvals, and all the other things that kill a company's competitive spirit. He spent many years battling bureaucracy, trying to rid GE of anything that would make it less competitive."4 He didn't simply strip away a little bureaucracy. He reshaped the face of the company to rid it of anything that was getting in the way of being informal, of being fast, of being boundaryless.
Welch felt that ridding the company of wasteful bureaucracy was everyone's job. He urged all his employees to fight it. "Disdaining bureaucracy" became an important part of GE's shared values, the list of behaviors that were expected from all GE employees.
A CEO hired Larry Farrel, a renowned management consultant, to help him to get rid of the corporate bureaucracy. In particular, the CEO complained about the length of corporate meetings – the discussions were poorly focused and too long. Larry suggested a very simple but a very effective solution: to remove chairs from the meeting room. The CEO was extremely satisfied with the results: decisions were taken now within three minutes instead of three hours.
Strive to reach consensus. Modern corporate mythology has the unique decision maker as hero. We adhere to the view that the "many are smarter than the few," and solicit a broad base of views before reaching any decision. At Google, the role of the manager is that of an aggregator of viewpoints, not the dictator of decisions. Building a consensus sometimes takes longer, but always produces a more committed team and better decisions
AutoZone is incorporated in the state of Nevada.
It ranked the 4th worst place to work in America, according to a glassdoor.com survey in 2009.
President
Bill Rhodes
2
Director
Sue Gove
5
Director
George Mrkonic
Director
Theodore Ullyot
2
Director
Earl Graves
Director
J. Hyde
2
Director
Luis Nieto
6
Director
William Crowley
3
Director
Robert Grusky
6
Lead Director
Andrew McKenna
CFO
Bill Giles
2
Development
Robert Olsen
Merchandising, Marketing & S...
JS
Legal & Secretary
HG
CIO
JB
Sales
LR
Control
CP
Human Resources
TB
Marketing
LK
Merchandising
MF
Store Operations
TN
2
Supply Chain
William Graves
3M is a legendary company when it comes to innovation. The company maintains an innovative environment where everyone can participate in the decision making and are encouraged to search for innovative ideas and ways of doing the job. Perhaps it is safe to say that knowledge management is the cornerstone of 3M’s innovative culture. Knowledge management according to Bounfour (2003) can be defined as a set of procedures, infrastructures, technical and managerial tools, designed towards creating, circulating (sharing) and leveraging information and knowledge within and around organizations (p. 156). 3M is considered a knowledge organization which needs to deploy new and creative knowledge to function and survive in its field. Human creativity and innovation are very important inputs to 3M’s processes. 3M require skills derived from freethinking and unbounded actions of its employees. Knowledge organizations according to Amar (2002) grow on skills that bring about uniqueness, newness, and creativity.
Creativity and Innovation
Knowledge organizations such as 3M have a high need for human creativity and innovation. Innovation is the central arena in which knowledge organization competition plays out. 3M and other knowledge organizations need innovation from every member at every level of the organization. Human resources also play an important role in 3M. Human intellect is the major strength of knowledge organizations. Since innovation is the most important input, and human intellect the most important capital, management of knowledge organizations focuses on how to put the two together in their operating system (Amar 2002).
Strategic Human Resources Management (SHRM)
Linking HRM with the strategic goals and objectives of the company is the cornerstone of SHRM (Buyens and de Vos 1991). SHRM has come into view as a primary approach in achieving improvements in the competitive advantage of the organization (Burke and Cooper 2004). The Human Resource Management department is responsible that the organization is properly staffed with people who fit the company’s culture and who are willing to contribute their knowledge, skills and abilities for the benefit of the organization.
3M is a highly innovative and creative company. In order to continue its tradition of introducing innovative products and developing people with the needed knowledge, skills and abilities, the company focuses on HRM. The company wants to attract people who are creative and innovative, those people that will adopt the values, culture and atmosphere of the company. 3M seeks people who are flexible and those who take charge of their own development. Moreover, the company wants its people to share knowledge and expertise and to use these to create new products or to design new approaches in doing business.
Jack Welch has always hated and fought bureaucracy. "To him, bureaucracy is the enemy.
Bureaucracy means waste, slow decision making, unnecessary approvals, and all the other things that kill a company's competitive spirit. He spent many years battling bureaucracy, trying to rid GE of anything that would make it less competitive."4 He didn't simply strip away a little bureaucracy. He reshaped the face of the company to rid it of anything that was getting in the way of being informal, of being fast, of being boundaryless.
Welch felt that ridding the company of wasteful bureaucracy was everyone's job. He urged all his employees to fight it. "Disdaining bureaucracy" became an important part of GE's shared values, the list of behaviors that were expected from all GE employees.
A CEO hired Larry Farrel, a renowned management consultant, to help him to get rid of the corporate bureaucracy. In particular, the CEO complained about the length of corporate meetings – the discussions were poorly focused and too long. Larry suggested a very simple but a very effective solution: to remove chairs from the meeting room. The CEO was extremely satisfied with the results: decisions were taken now within three minutes instead of three hours.
Strive to reach consensus. Modern corporate mythology has the unique decision maker as hero. We adhere to the view that the "many are smarter than the few," and solicit a broad base of views before reaching any decision. At Google, the role of the manager is that of an aggregator of viewpoints, not the dictator of decisions. Building a consensus sometimes takes longer, but always produces a more committed team and better decisions
Last edited by a moderator: