netrashetty
Netra Shetty
Organisational Structure of Del Monte Foods : Del Monte Foods (NYSE: DLM) is an American food production and distribution company headquartered in San Francisco, California. Del Monte Foods is one of the country's largest producers, distributors and marketers of branded food and pet products for the U.S. retail market, generating approximately $3.6 billion in net sales in fiscal 2009. Its portfolio of brands includes Del Monte, S&W, Contadina, College Inn, Meow Mix, Kibbles 'n Bits, 9Lives, Milk-Bone, Pup-Peroni, Meaty Bone, Snausages and Pounce, and Del Monte products are found in eight out of ten U.S. households.[citation needed] The Company also produces, distributes and markets private label food and pet products.
President
Richard Wolford
Director
David Williams
Director
Victor Lund
Director
Sharon McCollam
Director
Joe Morgan
Director
Terence Martin
Director
Timothy Bruer
Director
Samuel Armacost
Lead Director
Mary Henderson
CFO
David Meyers
COO
Nils Lommerin
Executive Vice President
TL
Operations
David Allen
Sales
TC
Human Resources
RM
Marketing
WP
CIO
Marc Brown
Finance & Communications
Melissa Plaisance
Finance & Investor Relations
LB
Legal
JP
Operations & Supply Chain
DB
the Central Bank Law of 1995 did not “fully transformed the People’s Bank as an independent central bank that is capable of undertaking and implementing monetary policy without being influenced or intervened by the government politics”. The Central Bank Law states that “the People’s Bank must formulate and implement monetary policies under the supervision of the State Council. People’s bank decisions regarding money supply, interest rates, and exchange rates among others must be approved by the council”. In addition, “the State Council reigns superior in terms of decision-making compared to the People’s Bank” (p. 8). The People’s Bank’s dependent position was “perceived to be a problem though it also contributes to the stability of the macroeconomic performance”. Its effort to “expand and branch out grant more access points opened for political influence by the local elites. Local officials not only control regarding lending decisions but also interfered in governmental efforts to improve the banking system and regulations per se while dealing with financial irregularities
Until the 1970's, typical, large organizations tended to function in "silos", logical divisions where essentially isolated groups of workers reported to a line manager or functional manager. Imagine columns on a page with a line manager at the top of each column and a group of workers inside each column under the manager.
As these groups operated autonomously, it was not unusual to find functions replicated in each silo.
In an Information Technology company for example, you might find software programmers in the development area, some more in the customer support area, and yet more in the quality assurance area, because each of these functional units had a programming need.
If your organisation still operates in this manner, give your boss a copy of this article.
And so it was in the 1970s that attempts to improve traditional organization structures, led to the creation of the “Matrix" organizational structure.
In the matrix organisation, considering our IT example above, all programmers are now in a separate programming department and report to a functional manager in charge of programming, and that manager would control almost all of their work. In a matrix we usually refer to the line manager as a functional manager because all of their workers perform similar functions.
So workers in a matrix organisation are compartmentalized by their required skills into silos, like columns in a matrix, each with its dedicated manager. The workers report to and are responsible to their functional manager, who in turn usually has sole responsibility for the advancement of their workers, as well as the administration of their area, including budgeting.
President
Richard Wolford
Director
David Williams
Director
Victor Lund
Director
Sharon McCollam
Director
Joe Morgan
Director
Terence Martin
Director
Timothy Bruer
Director
Samuel Armacost
Lead Director
Mary Henderson
CFO
David Meyers
COO
Nils Lommerin
Executive Vice President
TL
Operations
David Allen
Sales
TC
Human Resources
RM
Marketing
WP
CIO
Marc Brown
Finance & Communications
Melissa Plaisance
Finance & Investor Relations
LB
Legal
JP
Operations & Supply Chain
DB
the Central Bank Law of 1995 did not “fully transformed the People’s Bank as an independent central bank that is capable of undertaking and implementing monetary policy without being influenced or intervened by the government politics”. The Central Bank Law states that “the People’s Bank must formulate and implement monetary policies under the supervision of the State Council. People’s bank decisions regarding money supply, interest rates, and exchange rates among others must be approved by the council”. In addition, “the State Council reigns superior in terms of decision-making compared to the People’s Bank” (p. 8). The People’s Bank’s dependent position was “perceived to be a problem though it also contributes to the stability of the macroeconomic performance”. Its effort to “expand and branch out grant more access points opened for political influence by the local elites. Local officials not only control regarding lending decisions but also interfered in governmental efforts to improve the banking system and regulations per se while dealing with financial irregularities
Until the 1970's, typical, large organizations tended to function in "silos", logical divisions where essentially isolated groups of workers reported to a line manager or functional manager. Imagine columns on a page with a line manager at the top of each column and a group of workers inside each column under the manager.
As these groups operated autonomously, it was not unusual to find functions replicated in each silo.
In an Information Technology company for example, you might find software programmers in the development area, some more in the customer support area, and yet more in the quality assurance area, because each of these functional units had a programming need.
If your organisation still operates in this manner, give your boss a copy of this article.
And so it was in the 1970s that attempts to improve traditional organization structures, led to the creation of the “Matrix" organizational structure.
In the matrix organisation, considering our IT example above, all programmers are now in a separate programming department and report to a functional manager in charge of programming, and that manager would control almost all of their work. In a matrix we usually refer to the line manager as a functional manager because all of their workers perform similar functions.
So workers in a matrix organisation are compartmentalized by their required skills into silos, like columns in a matrix, each with its dedicated manager. The workers report to and are responsible to their functional manager, who in turn usually has sole responsibility for the advancement of their workers, as well as the administration of their area, including budgeting.
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