netrashetty
Netra Shetty
Diebold, Inc. (NYSE: DBD) (pronounced /ˈdiːboʊld/, DEE-bold) is a United States-based security systems corporation that is engaged primarily in the sale, manufacture, installation and service of self-service transaction systems (such as ATMs), electronic and physical security products (including vaults and currency processing systems), and software and integrated systems for global financial and commercial markets. Diebold is the largest U.S. manufacturer of ATMs.[1]
Diebold was incorporated under the laws of the State of Ohio in August 1876, and is headquartered in the Akron-Canton area; its mailing address is the city of North Canton,[2] but its physical address is located in the city of Green.[3]
CEO
Thomas Swidarski
Chairman of the Board
John Lauer
Director
Henry Wallace
Director
Alan Weber
Director
Gale Fitzgerald
Director
Phillip Cox
Director
Phillip Lassiter
Director
Bruce Byrnes
Director
Richard Crandall
Director
Mei-Wei Cheng
Brazilian Division
JA
Legal & Secretary
CH
CFO
Bradley Richardson
Operations
GM
International Operations
JC
North America operations
CD
Marketing
JD
Human Resources
SR
Procurement
LP
Security
SA
Business Transformation
JP
Communication
JK
CTO
FN
Development & Finance
Robert Warren
Software & Systems Developme...
KP
Latin America Division
MM
Security
BS
There is more to the communication of organizational changes than the distribution of corporate announcements to the newspapers. The manner in which they are made known to the members of the organization is crucial to success. Whenever changes occur, chain reactions are set up that affect large groups of people. Relationships change; objectives change; status changes; power is redistributed. People affected must have a thorough understanding not only of changes but the reasons for them.
Time and again, organizational changes developed for valid reasons achieve nothing. For example, suppose a sales organization is redesigned to make it more responsive to the marketplace; but sales fail to go up, or even go down. Why? Perhaps sales representatives in the field were not notified of changes because top management felt that only the managers were involved. The reps may still be waiting for the other shoe to fall.
The way that information is processed within an organization changes when the organization changes. Yet, provision for different reporting relationships is often made after changes are already implemented. As the objectives of jobs change and the individual objectives of managers change, the way in which financial data are reported internally also changes. For instance consider the company that traditionally measured its progress by volume of sales. When the company was reorganized and new objectives initiated, a key measure of progress-and, in fact, the way that employees would be compensated-was gross profit on sales. It was soon determined that the reporting systems in use for several years would not accommodate new report needs. A new system was developed but could not be implemented until several months had passed.
When changes are made in the structure, job design, power allocations, and staffing of an organization, they should be documented. Many organizations make the mistake of leaving the development of policies and procedures that back up organization changes until there is less disruption within the affected groups. But, in fact, the faster that policies and procedures can be distributed, read, and understood, the better.
Diebold was incorporated under the laws of the State of Ohio in August 1876, and is headquartered in the Akron-Canton area; its mailing address is the city of North Canton,[2] but its physical address is located in the city of Green.[3]
CEO
Thomas Swidarski
Chairman of the Board
John Lauer
Director
Henry Wallace
Director
Alan Weber
Director
Gale Fitzgerald
Director
Phillip Cox
Director
Phillip Lassiter
Director
Bruce Byrnes
Director
Richard Crandall
Director
Mei-Wei Cheng
Brazilian Division
JA
Legal & Secretary
CH
CFO
Bradley Richardson
Operations
GM
International Operations
JC
North America operations
CD
Marketing
JD
Human Resources
SR
Procurement
LP
Security
SA
Business Transformation
JP
Communication
JK
CTO
FN
Development & Finance
Robert Warren
Software & Systems Developme...
KP
Latin America Division
MM
Security
BS
There is more to the communication of organizational changes than the distribution of corporate announcements to the newspapers. The manner in which they are made known to the members of the organization is crucial to success. Whenever changes occur, chain reactions are set up that affect large groups of people. Relationships change; objectives change; status changes; power is redistributed. People affected must have a thorough understanding not only of changes but the reasons for them.
Time and again, organizational changes developed for valid reasons achieve nothing. For example, suppose a sales organization is redesigned to make it more responsive to the marketplace; but sales fail to go up, or even go down. Why? Perhaps sales representatives in the field were not notified of changes because top management felt that only the managers were involved. The reps may still be waiting for the other shoe to fall.
The way that information is processed within an organization changes when the organization changes. Yet, provision for different reporting relationships is often made after changes are already implemented. As the objectives of jobs change and the individual objectives of managers change, the way in which financial data are reported internally also changes. For instance consider the company that traditionally measured its progress by volume of sales. When the company was reorganized and new objectives initiated, a key measure of progress-and, in fact, the way that employees would be compensated-was gross profit on sales. It was soon determined that the reporting systems in use for several years would not accommodate new report needs. A new system was developed but could not be implemented until several months had passed.
When changes are made in the structure, job design, power allocations, and staffing of an organization, they should be documented. Many organizations make the mistake of leaving the development of policies and procedures that back up organization changes until there is less disruption within the affected groups. But, in fact, the faster that policies and procedures can be distributed, read, and understood, the better.
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