netrashetty
Netra Shetty
Organisational Structure of Dick's Sporting Goods : Dick's Sporting Goods, Inc. (NYSE: DKS) is a sporting goods retailer, headquartered on the grounds of Pittsburgh International Airport in Findlay Township near Pittsburgh, Pennsylvania, Dick's has 409 stores in 40 states as of August 1, 2009, primarily in the eastern half of the United States. The company also owns Golf Galaxy, Inc., a multi-channel golf specialty retailer, with 91 stores in 31 states.[3]
Founded in 1948 by Richard "Dick" Stack at the age of 18, the chain has expanded enormously since the 1990s, in part through acquisitions, and is now one of the largest in
CEO
Edward Stack
Vice Chairman of the Board
William Colombo
Director
Emanuel Chirico
Director
Larry Stone
Director
Lawrence Schorr
Director
Walter Rossi
Director
David Fuente
Director
Jacqualyn Fouse
Finance & Administration
TK
Marketing
JH
COO
Joseph Schmidt
CIO
Matthew Lynch
Human Resources
KS
Legal & Secretary
DL
The increase in governmental regulations and in special interest groups and the changing aspirations and expectations of employees suggest a future need for different ways of accomplishing organizational objectives. In the years ahead, the tried and true maxims about organizations will change. Many, organizations have already developed group chief executive offices. Often, one man can no longer oversee the operation of very complex structures. The nature of the marketplace and the development of knowledgeable workers have changed the definition of functional positions. The sales manager of today has a much different job than the sales manager of 10 years ago. Thus, the need for well-trained specialists who can use a process approach to organization planning continues to grow.
The organization specialist will perform several functions within the organization, but service to the operating manager will be paramount. Services provided in all areas of the planning process (structural analysis, power analysis, job definition, and staffing) will fall into at least three areas: advice, innovation, and research.
Social customs at the time of an organization's birth also determine how it is structured. This has been very important in the history of business. For example, the organizational forms adopted by the first companies in the automobile industry are not the same as the structures being adopted now. Historically production was structured around the assembly line. Some workers always built chassis, which were then sent down the assembly line to other workers, who did such jobs as putting axles and engines onto those chassis. Currently, many automakers are adopting the work-group or team concept in which a group of workers is responsible for more than just one portion of the car. At the time the auto industry began, no one thought about using a group approach to building cars, given that it was not consistent with the existing values about manufacturing.
Once structures become common in an industry, they tend not to change. Certain social structures remain long after they are no longer suited to situations. For example, the railroad industry in the United States developed a structure that became dysfunctional as the engineering technology in the industry advanced. The tendency to stick with industry-specific structures may be changing with the proliferation of mergers and acquisitions and ever more rapid developments in engineering technologies. These developments may lead to the increased homogenization of structure as companies struggle to handle common problems of size. Alternatively, the need for structural change may become apparent more quickly due to technological advancement.
Founded in 1948 by Richard "Dick" Stack at the age of 18, the chain has expanded enormously since the 1990s, in part through acquisitions, and is now one of the largest in
CEO
Edward Stack
Vice Chairman of the Board
William Colombo
Director
Emanuel Chirico
Director
Larry Stone
Director
Lawrence Schorr
Director
Walter Rossi
Director
David Fuente
Director
Jacqualyn Fouse
Finance & Administration
TK
Marketing
JH
COO
Joseph Schmidt
CIO
Matthew Lynch
Human Resources
KS
Legal & Secretary
DL
The increase in governmental regulations and in special interest groups and the changing aspirations and expectations of employees suggest a future need for different ways of accomplishing organizational objectives. In the years ahead, the tried and true maxims about organizations will change. Many, organizations have already developed group chief executive offices. Often, one man can no longer oversee the operation of very complex structures. The nature of the marketplace and the development of knowledgeable workers have changed the definition of functional positions. The sales manager of today has a much different job than the sales manager of 10 years ago. Thus, the need for well-trained specialists who can use a process approach to organization planning continues to grow.
The organization specialist will perform several functions within the organization, but service to the operating manager will be paramount. Services provided in all areas of the planning process (structural analysis, power analysis, job definition, and staffing) will fall into at least three areas: advice, innovation, and research.
Social customs at the time of an organization's birth also determine how it is structured. This has been very important in the history of business. For example, the organizational forms adopted by the first companies in the automobile industry are not the same as the structures being adopted now. Historically production was structured around the assembly line. Some workers always built chassis, which were then sent down the assembly line to other workers, who did such jobs as putting axles and engines onto those chassis. Currently, many automakers are adopting the work-group or team concept in which a group of workers is responsible for more than just one portion of the car. At the time the auto industry began, no one thought about using a group approach to building cars, given that it was not consistent with the existing values about manufacturing.
Once structures become common in an industry, they tend not to change. Certain social structures remain long after they are no longer suited to situations. For example, the railroad industry in the United States developed a structure that became dysfunctional as the engineering technology in the industry advanced. The tendency to stick with industry-specific structures may be changing with the proliferation of mergers and acquisitions and ever more rapid developments in engineering technologies. These developments may lead to the increased homogenization of structure as companies struggle to handle common problems of size. Alternatively, the need for structural change may become apparent more quickly due to technological advancement.
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