netrashetty
Netra Shetty
Organisational Structure of Avnet : Avnet, Inc. (NYSE: AVT) is a technology Business-to-business B2B distributor headquartered in Phoenix, Arizona. Electronics Supply & Manufacturing magazine reports that Avnet Inc., a Fortune 500 company, may be the world's largest franchised distributor of electronic components and subsystems. Avnet has 16 centers and locations in more than 34 countries.
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3
CEO
Roy Vallee
2
Director
Gary Tooker
2
Director
Frank Noonan
12
Director
William Sullivan
6
Director
Ray Robinson
Director
Ehud Houminer
2
Director
Eleanor Baum
Director
Lawrence Clarkson
2
Director
William Schumann
3
Lead Director
Veronica Biggins
CFO
Raymond Sadowski
COO
Richard Hamada
Asia Pacific
KT
Americas
JB
2
EMEA
Graeme Watt
Human Resources
MM
Administration
PJ
Legal & Assistant Secretary
DB
Electronics Marketing
HF
Communication
AM
CIO
SP
Semiconductor Business Group
JI
Tax
JW
5
Credit
John Clark
Finance
RM
17
Logistics Services
James Smith
Development & Process
SC
President
Philip Gallagher
IBM Solutions, Americas
FC
Business Innovation
GF
Marketing, Asia
SW
Marketing, Americas
ES
Marketing EMEA
PZ
5
Assistant Legal & Secretary
Jun Li
Development, Electronics Mar...
TM
CFO, Electronics Marketing
BC
The organization to be discussed in this paper is an international business-to-business company that supplies catalysts, process technologies, and catalyst services for a wide range of refining applications. It has efficient resources and expert skills in adding high value to refine assets and operations in a variety of ways, such as in delivering superior products, optimization of departments, and developing exceptional mutual associations ( 2007).
However, despite such success in its field, the company is faced with severe problems and conflicts that affect the entire productivity and operations of the company, along with intense competition from other companies once considered laggards in the industry. After some time of analysis and observation, the author has come up a conclusion that the problems of the organization do not stem from its external environment, but on its internal environment, such in its structural and cultural aspects. In this regard, the structural and cultural factors would be evaluated and analyzed in this particular organization, to be able to determine the appropriate actions to do in increasing the satisfaction and efficiency of employees.
1.2. Structural and Cultural Characteristics
Departmentalization in the company is an organizing way of solving localized problems and distributing tasks and responsibilities among employees. However, strict departmentalization may somehow lead to the dissatisfaction of employees, as they are limited only in doing what was assigned to them. This is the characteristic of the company in focus, as it employs rigid departmentalization that leaves the employees with unhealthy inter-departmental relationships. With its rigid departmentalization, the company does not encourage job enlargement, as the employees are assigned to only do what they are assigned to do in their own departments, thus, resulting to lower production when key employees are absent for a day or two.
On the other hand, its bureaucratic supervisors are facilitating the culture of the organization, resulting to rock bottom motivation and lower quality of work and productivity across the entire organization. The supervisors command work designations, expecting no complaints on the part of the employees. They are strict, close-minded, and do not accept other ideas from their subordinates, thus, not establishing good and effective communication in departments. In addition, every decision need to be communicated to the supervisors alone, and no one is bound to over step their rigidly defined job description, even if the purpose is good. Violating this decision attracts disciplinary measures in the company, and may result to loss of jobs.
2. Analysis of Organizational Structure and Culture
The cooperation of organizational structure and culture is complex and rich (2003), having significant and close relationships. (2004) notes that organizational culture is formed and reinforced through interrelated elements of strategy, structure, people and process. People work within the organizational structure that supports organizational processes to accomplish the overall business strategy. While organizational structure and corporate culture are interrelated, both have been identified as necessary elements for success
I certify that my modifications are exact
Confirm Cancel
3
CEO
Roy Vallee
2
Director
Gary Tooker
2
Director
Frank Noonan
12
Director
William Sullivan
6
Director
Ray Robinson
Director
Ehud Houminer
2
Director
Eleanor Baum
Director
Lawrence Clarkson
2
Director
William Schumann
3
Lead Director
Veronica Biggins
CFO
Raymond Sadowski
COO
Richard Hamada
Asia Pacific
KT
Americas
JB
2
EMEA
Graeme Watt
Human Resources
MM
Administration
PJ
Legal & Assistant Secretary
DB
Electronics Marketing
HF
Communication
AM
CIO
SP
Semiconductor Business Group
JI
Tax
JW
5
Credit
John Clark
Finance
RM
17
Logistics Services
James Smith
Development & Process
SC
President
Philip Gallagher
IBM Solutions, Americas
FC
Business Innovation
GF
Marketing, Asia
SW
Marketing, Americas
ES
Marketing EMEA
PZ
5
Assistant Legal & Secretary
Jun Li
Development, Electronics Mar...
TM
CFO, Electronics Marketing
BC
The organization to be discussed in this paper is an international business-to-business company that supplies catalysts, process technologies, and catalyst services for a wide range of refining applications. It has efficient resources and expert skills in adding high value to refine assets and operations in a variety of ways, such as in delivering superior products, optimization of departments, and developing exceptional mutual associations ( 2007).
However, despite such success in its field, the company is faced with severe problems and conflicts that affect the entire productivity and operations of the company, along with intense competition from other companies once considered laggards in the industry. After some time of analysis and observation, the author has come up a conclusion that the problems of the organization do not stem from its external environment, but on its internal environment, such in its structural and cultural aspects. In this regard, the structural and cultural factors would be evaluated and analyzed in this particular organization, to be able to determine the appropriate actions to do in increasing the satisfaction and efficiency of employees.
1.2. Structural and Cultural Characteristics
Departmentalization in the company is an organizing way of solving localized problems and distributing tasks and responsibilities among employees. However, strict departmentalization may somehow lead to the dissatisfaction of employees, as they are limited only in doing what was assigned to them. This is the characteristic of the company in focus, as it employs rigid departmentalization that leaves the employees with unhealthy inter-departmental relationships. With its rigid departmentalization, the company does not encourage job enlargement, as the employees are assigned to only do what they are assigned to do in their own departments, thus, resulting to lower production when key employees are absent for a day or two.
On the other hand, its bureaucratic supervisors are facilitating the culture of the organization, resulting to rock bottom motivation and lower quality of work and productivity across the entire organization. The supervisors command work designations, expecting no complaints on the part of the employees. They are strict, close-minded, and do not accept other ideas from their subordinates, thus, not establishing good and effective communication in departments. In addition, every decision need to be communicated to the supervisors alone, and no one is bound to over step their rigidly defined job description, even if the purpose is good. Violating this decision attracts disciplinary measures in the company, and may result to loss of jobs.
2. Analysis of Organizational Structure and Culture
The cooperation of organizational structure and culture is complex and rich (2003), having significant and close relationships. (2004) notes that organizational culture is formed and reinforced through interrelated elements of strategy, structure, people and process. People work within the organizational structure that supports organizational processes to accomplish the overall business strategy. While organizational structure and corporate culture are interrelated, both have been identified as necessary elements for success
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