netrashetty
Netra Shetty
Benchmark Electronics, Inc. provides electronics manufacturing services (EMS) of computers and related equipment to original equipment manufacturers (OEMs). Benchmark Electronics also provides design and engineering services. The company operates in several fields including medical devices, industrial control equipment, testing and instrumentation products, and telecommunication equipment.
Benchmark Electronics' global operations include 20 facilities in ten countries.
2
CEO
Cary Fu
3
Director
Douglas Duncan
2
Director
Michael Dawson
4
Director
Laura Lang
Director
Bernee Strom
Director
Peter Dorflinger
2
Director
Clay Williams
CFO
Donald Adam
If cultural change initiatives for the functional structure in Dyson have arrived with fanfare and faded to obscurity in the past, workers may even see the new initiative as something to merely be endured until they can return to their normal routine. Such cynicism hobbles the success of any current or future change plans. Successful implementation of the functional structure is very much within the grasp of any organization if senior management is willing to think long-term. For change to be sustainable it must be completely integrated into the very structure of the company and its performance system from the CEO to the employees. Business Management must be committed to both the philosophy and the implementation of functional structure (, 2005).
The strategies for the success of functional structure in Dyson are:
Ø Positioning the functional structure as a basic element in the organization's formal performance management system
Ø Designing launch programs to fully integrate outcomes into the core functional structure
Ø Educating & training all managers in effective performance planning and management practices such as how to handle specific functional structure elements
Ø Identifying cultural change related performance objectives
Ø Defining clear functional structure performance measures for management levels
Ø Tying change outcomes and competencies to manage business performance and its role to organizations change
Ø Express cultural change objectives and descriptions of progress in the language of business
Ø Establish growth strategy in business
* Employee Involvement and Empowerment -- many training and motivational programs, as well as structural changes aim to move daily problem solving, decision making, customer satisfaction, and productivity improvement responsibilities closer to the front lines.
* Teams -- a rapidly growing employee involvement trend uses departmental, problem solving, cross-functional, project, process improvement, planning and coordinating, and self-directed workteams in many combinations and configurations.
* Customer Service -- increasingly organizations are identifying key customer groups, clarifying and ranking their expectations, working to realign the organization's systems customer around those expectations, and training employees to deal with customers more effectively.
* Process Improvement and Reengineering -- data-based tools and techniques, flowcharting, and other "mapping" approaches improve processes at micro or departmental levels. In other cases, processes are radically reengineered across vertical departments at macro or strategic levels.
* Training and Development -- many executives recognize the need for massive improvements in skill levels throughout their organizations. This is leading to major increases in technical, personal communications and effectiveness, team (leaders and members), data-based tools and techniques, process improvement and management, and coaching skill development.
* Technology -- investments in factory automation, information systems, voice and data communication systems, inventory control systems, and so on are growing rapidly as companies push for higher productivity, faster response times, and improved service/quality.
Benchmark Electronics' global operations include 20 facilities in ten countries.
2
CEO
Cary Fu
3
Director
Douglas Duncan
2
Director
Michael Dawson
4
Director
Laura Lang
Director
Bernee Strom
Director
Peter Dorflinger
2
Director
Clay Williams
CFO
Donald Adam
If cultural change initiatives for the functional structure in Dyson have arrived with fanfare and faded to obscurity in the past, workers may even see the new initiative as something to merely be endured until they can return to their normal routine. Such cynicism hobbles the success of any current or future change plans. Successful implementation of the functional structure is very much within the grasp of any organization if senior management is willing to think long-term. For change to be sustainable it must be completely integrated into the very structure of the company and its performance system from the CEO to the employees. Business Management must be committed to both the philosophy and the implementation of functional structure (, 2005).
The strategies for the success of functional structure in Dyson are:
Ø Positioning the functional structure as a basic element in the organization's formal performance management system
Ø Designing launch programs to fully integrate outcomes into the core functional structure
Ø Educating & training all managers in effective performance planning and management practices such as how to handle specific functional structure elements
Ø Identifying cultural change related performance objectives
Ø Defining clear functional structure performance measures for management levels
Ø Tying change outcomes and competencies to manage business performance and its role to organizations change
Ø Express cultural change objectives and descriptions of progress in the language of business
Ø Establish growth strategy in business
* Employee Involvement and Empowerment -- many training and motivational programs, as well as structural changes aim to move daily problem solving, decision making, customer satisfaction, and productivity improvement responsibilities closer to the front lines.
* Teams -- a rapidly growing employee involvement trend uses departmental, problem solving, cross-functional, project, process improvement, planning and coordinating, and self-directed workteams in many combinations and configurations.
* Customer Service -- increasingly organizations are identifying key customer groups, clarifying and ranking their expectations, working to realign the organization's systems customer around those expectations, and training employees to deal with customers more effectively.
* Process Improvement and Reengineering -- data-based tools and techniques, flowcharting, and other "mapping" approaches improve processes at micro or departmental levels. In other cases, processes are radically reengineered across vertical departments at macro or strategic levels.
* Training and Development -- many executives recognize the need for massive improvements in skill levels throughout their organizations. This is leading to major increases in technical, personal communications and effectiveness, team (leaders and members), data-based tools and techniques, process improvement and management, and coaching skill development.
* Technology -- investments in factory automation, information systems, voice and data communication systems, inventory control systems, and so on are growing rapidly as companies push for higher productivity, faster response times, and improved service/quality.
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