netrashetty
Netra Shetty
The Bank of New York Mellon Corporation (NYSE: BK) is a global financial services company formed on 1 July 2007 as result of the merger of The Bank of New York and Mellon Financial Corporation.[5] The company employs about 48,000 staff worldwide and has over US$ 1.17 trillion in assets under management and $25.0 trillion in assets under custody and administration.[4] It operates in six primary financial services sectors including asset management, asset servicing, wealth management, broker-dealer and advisory services, issuance services, and treasury services.[6] It is the oldest banking corporation in the United States, tracing its origins to the establishment of the Bank of New York in 1784, by American Founding Father Alexander Hamilton
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6
CEO
Robert Kelly
2
Chairman of the Board
Gerald Hassell
Vice Chairman of the Board
Ronald O'Hanley
Vice Chairman of the Board
Steven Elliott
4
Director
Robert Mehrabian
4
Director
Edmund Kelly
Director
Mark Nordenberg
3
Director
Wesley Von Schack
Director
Ruth Bruch
2
Director
John Surma
3
Director
Nicholas Donofrio
3
Director
John Luke
5
Director
William Richardson
4
Director
Samuel Scott
3
Director
Michael Kowalski
2
Director
Richard Kogan
2
Lead Director
Catherine Rein
Co-CEO Asset Servicing & Eur...
TK
Chairman, Pershing
RB
Financial Markets & Treasury...
KP
Corporate Trust Business
SP
2
Pershing
Brian Shea
2
CFO
Thomas Gibbons
Human Resources
LP
2
Risk Management
Brian Rogan
Legal
JS
Operations & Technology
KW
Senior Vice President
TB
Broker Dealer Services & Alt...
AC
Legal
CK
BNY Mellon Asset Management
CA
Asset Management
JL
2
New Business Development
MM
Co-CEO Asset Servicing
JP
Wealth Management
DL
5
Control
John Park
CIO
FJ
Video & Collaborative Techno...
BS
Technology Procurement
LF
The use of the matrix structure would cut the current tall organizational structure to a flat organizational structure, thus, increasing the dissipation of information through effective communication. Expanded span of control shall make teamwork more effective as employees turn to one another rather than depending on the supervisors always, as is the case existing in the company. Once the change is initiated, the managers can focus more time on planning rather than dealing with other details. In addition, the use of the matrix structure results to cross-functional integration, which creates lateral communication channels not available in the classical bureaucratic form of organization, improves communication among different departments and projects by forcing managers to maintain close contact with all organizational groups, and creates self-contained task teams focused on a specific, finite project (1992). In this regard, it can be perceived that this form of organizational structure would be able to provide solutions to the problems in terms of the structure of the organization, as it creates more channels for communication, facilitates for communication that is more inter-departmental and coordination, and expands the jobs and responsibilities of each members of the organization.
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6
CEO
Robert Kelly
2
Chairman of the Board
Gerald Hassell
Vice Chairman of the Board
Ronald O'Hanley
Vice Chairman of the Board
Steven Elliott
4
Director
Robert Mehrabian
4
Director
Edmund Kelly
Director
Mark Nordenberg
3
Director
Wesley Von Schack
Director
Ruth Bruch
2
Director
John Surma
3
Director
Nicholas Donofrio
3
Director
John Luke
5
Director
William Richardson
4
Director
Samuel Scott
3
Director
Michael Kowalski
2
Director
Richard Kogan
2
Lead Director
Catherine Rein
Co-CEO Asset Servicing & Eur...
TK
Chairman, Pershing
RB
Financial Markets & Treasury...
KP
Corporate Trust Business
SP
2
Pershing
Brian Shea
2
CFO
Thomas Gibbons
Human Resources
LP
2
Risk Management
Brian Rogan
Legal
JS
Operations & Technology
KW
Senior Vice President
TB
Broker Dealer Services & Alt...
AC
Legal
CK
BNY Mellon Asset Management
CA
Asset Management
JL
2
New Business Development
MM
Co-CEO Asset Servicing
JP
Wealth Management
DL
5
Control
John Park
CIO
FJ
Video & Collaborative Techno...
BS
Technology Procurement
LF
The use of the matrix structure would cut the current tall organizational structure to a flat organizational structure, thus, increasing the dissipation of information through effective communication. Expanded span of control shall make teamwork more effective as employees turn to one another rather than depending on the supervisors always, as is the case existing in the company. Once the change is initiated, the managers can focus more time on planning rather than dealing with other details. In addition, the use of the matrix structure results to cross-functional integration, which creates lateral communication channels not available in the classical bureaucratic form of organization, improves communication among different departments and projects by forcing managers to maintain close contact with all organizational groups, and creates self-contained task teams focused on a specific, finite project (1992). In this regard, it can be perceived that this form of organizational structure would be able to provide solutions to the problems in terms of the structure of the organization, as it creates more channels for communication, facilitates for communication that is more inter-departmental and coordination, and expands the jobs and responsibilities of each members of the organization.
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