netrashetty
Netra Shetty
Organisational Structure of Black & Decker : Black & Decker Corporation was a corporation based in Towson, Maryland, United States, that designed and imported power tools and accessories, hardware and home improvement products, and technology based fastening systems. On March 12, 2010, Black & Decker merged with Stanley Works to become Stanley Black & Decker.[2
CEO
John Lundgren
5
Chairman of the Board
Nolan Archibald
3
Director
Lawrence Zimmerman
5
Director
Virgis Colbert
3
Director
Robert Coutts
2
Director
Carlos Cardoso
2
Director
Marianne Parrs
Director
John Breen
3
Director
Eileen Kraus
4
Director
Benjamin Griswold
6
Director
Manuel Fernandez
7
Director
Robert Ryan
Director
Lusio Anthony
4
Director
Patrick Campbell
4
Director
George Buckley
2
COO
James Loree
4
Construction & DIY EMEA
John Wyatt
2
Emerging Markets Pacific Gro...
Ben Sihota
2
Engineered Fastening
Michael Tyll
Industrial & Automotive Repa...
MG
2
Latin America
Jaime Ramirez
4
Pro Power Tools & Products
William Taylor
3
CFO
Donald Allan
CIO
HD
Construction
JA
Convergent Security Solution...
BB
Asia
JC
Legal & Secretary
BB
Human Resources
MM
Mechanical Access Systems
JB
Treasurer
CD
Tax
MB
* 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.
Many of the above efforts are piecemeal or implemented in isolation. For example, training and development, customer service, technology, and process reengineering are often implemented by separate departments with little or no joint planning and coordination. As a result, products or services are either better or faster or cheaper or newer, but rarely all four. That leads to a weakened competitive position. And cynicism for subsequent change programs grows throughout the organization.
Total Quality Management (TQM) is one management approach that can successfully integrate all of the above improvement efforts. But very few organizations are implementing truly total quality management. Most so-called TQM efforts are really PQM -- Partial Quality Management. That's why many studies now show that 50-70 percent of what are called TQM efforts are dying or dead. The good news is that 30-50 percent of TQM implementations (those that are truly total) are dramatically increasing customer satisfaction, shortening process cycles and response times, reducing costs and strengthening innovation. Although it's very tough to do, it can clearly be done.
CEO
John Lundgren
5
Chairman of the Board
Nolan Archibald
3
Director
Lawrence Zimmerman
5
Director
Virgis Colbert
3
Director
Robert Coutts
2
Director
Carlos Cardoso
2
Director
Marianne Parrs
Director
John Breen
3
Director
Eileen Kraus
4
Director
Benjamin Griswold
6
Director
Manuel Fernandez
7
Director
Robert Ryan
Director
Lusio Anthony
4
Director
Patrick Campbell
4
Director
George Buckley
2
COO
James Loree
4
Construction & DIY EMEA
John Wyatt
2
Emerging Markets Pacific Gro...
Ben Sihota
2
Engineered Fastening
Michael Tyll
Industrial & Automotive Repa...
MG
2
Latin America
Jaime Ramirez
4
Pro Power Tools & Products
William Taylor
3
CFO
Donald Allan
CIO
HD
Construction
JA
Convergent Security Solution...
BB
Asia
JC
Legal & Secretary
BB
Human Resources
MM
Mechanical Access Systems
JB
Treasurer
CD
Tax
MB
* 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.
Many of the above efforts are piecemeal or implemented in isolation. For example, training and development, customer service, technology, and process reengineering are often implemented by separate departments with little or no joint planning and coordination. As a result, products or services are either better or faster or cheaper or newer, but rarely all four. That leads to a weakened competitive position. And cynicism for subsequent change programs grows throughout the organization.
Total Quality Management (TQM) is one management approach that can successfully integrate all of the above improvement efforts. But very few organizations are implementing truly total quality management. Most so-called TQM efforts are really PQM -- Partial Quality Management. That's why many studies now show that 50-70 percent of what are called TQM efforts are dying or dead. The good news is that 30-50 percent of TQM implementations (those that are truly total) are dramatically increasing customer satisfaction, shortening process cycles and response times, reducing costs and strengthening innovation. Although it's very tough to do, it can clearly be done.
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