netrashetty
Netra Shetty
DC Comics (founded in 1934 as National Allied Publications[1]) is one of the largest and most successful companies operating in the market for American comic books and related media. It is the publishing division of DC Entertainment Inc.,[2] a subsidiary company of Warner Bros. Entertainment, which itself is owned by Time Warner. DC Comics produces material featuring a large number of well-known characters, including Superman, Batman, Wonder Woman, Green Lantern, the Flash, Hawkman, and Aquaman. It has also produced such antagonists as Lex Luthor, the Joker, Catwoman, and Darkseid.[3]
The initials "DC" came from the company's popular series Detective Comics, which subsequently became part of the company's official name.[4] DC Comics has its official headquarters at 1700 Broadway, Midtown Manhattan, New York, New York.[5] Random House distributes DC Comics' books to the bookstore market, while Diamond Comic Distributors supplies the comics shop specialty market.[5]
DC Comics and its major, longtime competitor Marvel Comics together share over 80% of the American comic-book market as of 2008.
President
Norio Mori
Chairman of the Board
Takahiro Hanemoto
Business Development
HN
Environment Recycle Business
Koichi Tanaka
Technology Information
KK
Resources Business
NY
Administration
KN
Cement Business
OM
President of Subsidiaries
Akira Saito
“its financial structure also experienced restructuring in order to satisfy their economic needs”. From1978 to1984 different financial institutions were established. “Four state commercial banks were set up to facilitate commercial banking business departing from People’s Bank’s sub-function. These are the Bank of China, the Agriculture Bank of China, the Construction Bank and the Industrial and Commercial Bank”. In 1986, the commercial banks which are “share-holding company-based” were established at both national and regional levels. There is a significant increase in Non-bank financial institutions such as “township and village enterprises (TVEs), rural credit cooperatives (RCCs) and urban credit cooperatives (UCCs)” .The cooperatives were set up to “compensate the needs of the TVEs. Such cooperatives or credit institutions provide liquidity and credit that enables TVEs expansion as major exporters”. By 1995, there were “a total of 5, 217 UCCs and 50, 219 RCCs. In addition, investment trust companies, security firms, insurance, finance and leasing companies as well as closed-end mutual funds were also created”. In 1994, commercial banks which are state-owned were required to “carry-out policy loans for state-owned enterprises via the State Development Bank, the Export-Import Bank of China and the Agriculture Development Bank. These newly-established policy banks are responsible for providing preferential loans to industrial and agricultural projects”. During this decade, the financial structure of China had become more and more diversify
Organization structure and systems are clear indications of management's true values (regardless of what might be printed on pretty parchment paper). How far do they really trust people? How enslaving or enabling are people’s responsibilities and boundaries? When people miss performance targets are they coached or replaced? The answers to these questions are found in the degree of decentralization and autonomy in an organization. What do the people in your organization think about the control and autonomy they have?
To what extent is your system and structure aligned with your team or organization's Focus and Context (vision, values, and purpose)? Your management team needs to agree on the philosophy and approach underpinning any changes to your structure and systems. Get your team to discuss and agree on the key values and characteristics shaping your organization’s structure. How far do you want to go with each one? What are the implications for changes and improvements in your team and the organization? How can you ensure that the structure and system conclusions you arrive at are reflected in your improvement plan? This critical team discussion needs to take place before you reengineer or restructure your organization.
Form follows function. Let the structure evolve from your strategy, process, and systems. A strong Context and Focus (vision, values, and purpose) will provide the glue that keeps everyone together. And keeping everyone focused on goals and priorities will allow more fluidity in organization design.
One of the biggest barriers to decentralization is the skill level of those being given more autonomy. The more you push authority and operating responsibilities to operating teams, the more training and coaching support they'll need.
Ensure your head office is a lean and keen field service center. Turn all staff and support functions to face outward to the customers and serve the servers/producers. Train and hold staff people accountable for being coaches rather than controllers. They exist to provide expertise and support. Don't let their constant requests for information and internal demands get in the way of people doing the work that customers are paying for.
Structure, systems, and processes are intertwined. You can make a fair degree of progress by changing processes only. But eventually (and often quickly) process improvement teams will slam into unaligned systems and structures. And most system and structure changes require process changes. Start with process mapping and improvement. System and structural changes will follow.
The initials "DC" came from the company's popular series Detective Comics, which subsequently became part of the company's official name.[4] DC Comics has its official headquarters at 1700 Broadway, Midtown Manhattan, New York, New York.[5] Random House distributes DC Comics' books to the bookstore market, while Diamond Comic Distributors supplies the comics shop specialty market.[5]
DC Comics and its major, longtime competitor Marvel Comics together share over 80% of the American comic-book market as of 2008.
President
Norio Mori
Chairman of the Board
Takahiro Hanemoto
Business Development
HN
Environment Recycle Business
Koichi Tanaka
Technology Information
KK
Resources Business
NY
Administration
KN
Cement Business
OM
President of Subsidiaries
Akira Saito
“its financial structure also experienced restructuring in order to satisfy their economic needs”. From1978 to1984 different financial institutions were established. “Four state commercial banks were set up to facilitate commercial banking business departing from People’s Bank’s sub-function. These are the Bank of China, the Agriculture Bank of China, the Construction Bank and the Industrial and Commercial Bank”. In 1986, the commercial banks which are “share-holding company-based” were established at both national and regional levels. There is a significant increase in Non-bank financial institutions such as “township and village enterprises (TVEs), rural credit cooperatives (RCCs) and urban credit cooperatives (UCCs)” .The cooperatives were set up to “compensate the needs of the TVEs. Such cooperatives or credit institutions provide liquidity and credit that enables TVEs expansion as major exporters”. By 1995, there were “a total of 5, 217 UCCs and 50, 219 RCCs. In addition, investment trust companies, security firms, insurance, finance and leasing companies as well as closed-end mutual funds were also created”. In 1994, commercial banks which are state-owned were required to “carry-out policy loans for state-owned enterprises via the State Development Bank, the Export-Import Bank of China and the Agriculture Development Bank. These newly-established policy banks are responsible for providing preferential loans to industrial and agricultural projects”. During this decade, the financial structure of China had become more and more diversify
Organization structure and systems are clear indications of management's true values (regardless of what might be printed on pretty parchment paper). How far do they really trust people? How enslaving or enabling are people’s responsibilities and boundaries? When people miss performance targets are they coached or replaced? The answers to these questions are found in the degree of decentralization and autonomy in an organization. What do the people in your organization think about the control and autonomy they have?
To what extent is your system and structure aligned with your team or organization's Focus and Context (vision, values, and purpose)? Your management team needs to agree on the philosophy and approach underpinning any changes to your structure and systems. Get your team to discuss and agree on the key values and characteristics shaping your organization’s structure. How far do you want to go with each one? What are the implications for changes and improvements in your team and the organization? How can you ensure that the structure and system conclusions you arrive at are reflected in your improvement plan? This critical team discussion needs to take place before you reengineer or restructure your organization.
Form follows function. Let the structure evolve from your strategy, process, and systems. A strong Context and Focus (vision, values, and purpose) will provide the glue that keeps everyone together. And keeping everyone focused on goals and priorities will allow more fluidity in organization design.
One of the biggest barriers to decentralization is the skill level of those being given more autonomy. The more you push authority and operating responsibilities to operating teams, the more training and coaching support they'll need.
Ensure your head office is a lean and keen field service center. Turn all staff and support functions to face outward to the customers and serve the servers/producers. Train and hold staff people accountable for being coaches rather than controllers. They exist to provide expertise and support. Don't let their constant requests for information and internal demands get in the way of people doing the work that customers are paying for.
Structure, systems, and processes are intertwined. You can make a fair degree of progress by changing processes only. But eventually (and often quickly) process improvement teams will slam into unaligned systems and structures. And most system and structure changes require process changes. Start with process mapping and improvement. System and structural changes will follow.
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