netrashetty
Netra Shetty
Citrix Systems, Inc. (NASDAQ: CTXS) is a multinational corporation Founded in 1989, that provides server and desktop virtualization, networking, software-as-a-service (SaaS) and cloud computing technologies including Xen open source products.
Citrix currently services around 230,000 organizations worldwide[2] and is based in Fort Lauderdale, Florida, in the South Florida metropolitan area, with subsidiary operations in California and Massachusetts, and additional development centers in Australia, India and the United Kingdom.
Following the acquisition of XenSource, Inc in October 2007, Citrix shepherds the Xen open source hypervisor project.[3]
2
CEO
Mark Templeton
Chairman of the Board
Thomas Bogan
2
Director
Godfrey Sullivan
Director
Asiff Hirji
2
Director
Murray Demo
3
Director
Gary Morin
6
Director
Nanci Caldwell
2
Director
Stephen Dow
CFO
David Henshall
3
Strategic Development
Michael Cristinziano
Marketing
WW
3
Delivery Systems Division
John Payne
2
Datacenter & Cloud
Peter Levine
2
Human Resources, Legal
David Friedman
Online Services Division
BC
Sales & Services
AM
Desktop Division
GP
Development
FA
The theory rests on the assumption that specific goal determine a level of performance from individuals. The higher the goal imposed, the greater the possibility that the individual will give some level of higher performance. (Harcourt, Wood, and Roper 2007, 961) It is imperative though that the goal to which the individual is to achieve should be attainable. If the goal is considerably undoable, then the goal setting theory is bound to fail. The key requirement in this context is feedback. The provision of feedback allows the employees to take in hand the existing performance levels and consistently adapt to make their performance conform to what is expected of them to achieve the goals of the company. However, the impact of feedback is only as good as the commitment of the employees on the goals of the company.
There are two main processes of control that are presents in the company. First, there is the method of control that points to the production of the teams. (Gencturk and Aulakh 1995, 755) Essentially, this kind of control puts stress on the actual goals of the organization. The subsistence of this control method is apparent in the overt deeds manifested by the CEO of Rubber Inc. It is usual for those in the management posts to hold fast to the set of objectives with specific outcomes. This indicates that the productivity appeared to be more significant in as much as the ways intended to make these outcomes into reality. Hence, it manifests that the organization’s teams take pleasure in a significant level of independence with regard to the methods they employed for achieving their individual targets pre-defined by the Rubber Inc administration.
Citrix currently services around 230,000 organizations worldwide[2] and is based in Fort Lauderdale, Florida, in the South Florida metropolitan area, with subsidiary operations in California and Massachusetts, and additional development centers in Australia, India and the United Kingdom.
Following the acquisition of XenSource, Inc in October 2007, Citrix shepherds the Xen open source hypervisor project.[3]
2
CEO
Mark Templeton
Chairman of the Board
Thomas Bogan
2
Director
Godfrey Sullivan
Director
Asiff Hirji
2
Director
Murray Demo
3
Director
Gary Morin
6
Director
Nanci Caldwell
2
Director
Stephen Dow
CFO
David Henshall
3
Strategic Development
Michael Cristinziano
Marketing
WW
3
Delivery Systems Division
John Payne
2
Datacenter & Cloud
Peter Levine
2
Human Resources, Legal
David Friedman
Online Services Division
BC
Sales & Services
AM
Desktop Division
GP
Development
FA
The theory rests on the assumption that specific goal determine a level of performance from individuals. The higher the goal imposed, the greater the possibility that the individual will give some level of higher performance. (Harcourt, Wood, and Roper 2007, 961) It is imperative though that the goal to which the individual is to achieve should be attainable. If the goal is considerably undoable, then the goal setting theory is bound to fail. The key requirement in this context is feedback. The provision of feedback allows the employees to take in hand the existing performance levels and consistently adapt to make their performance conform to what is expected of them to achieve the goals of the company. However, the impact of feedback is only as good as the commitment of the employees on the goals of the company.
There are two main processes of control that are presents in the company. First, there is the method of control that points to the production of the teams. (Gencturk and Aulakh 1995, 755) Essentially, this kind of control puts stress on the actual goals of the organization. The subsistence of this control method is apparent in the overt deeds manifested by the CEO of Rubber Inc. It is usual for those in the management posts to hold fast to the set of objectives with specific outcomes. This indicates that the productivity appeared to be more significant in as much as the ways intended to make these outcomes into reality. Hence, it manifests that the organization’s teams take pleasure in a significant level of independence with regard to the methods they employed for achieving their individual targets pre-defined by the Rubber Inc administration.
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