netrashetty
Netra Shetty
Discover Financial Services is an American financial services company, which issues the Discover Card and operates the Discover and Pulse networks. Discover Card is the third largest credit card brand in the United States, when measured by cards in force, with nearly 50 million cardholders.
CEO
David Nelms
Director
Lawrence Weinbach
Director
Michael Moskow
Director
Gregory Case
Director
Follin Smith
Director
Robert Devlin
Director
Mary Bush
Director
Richard Lenny
Director
Thomas Maheras
Director
Jeffrey Aronin
Director
Cynthia Glassman
CFO
Roy Guthrie
Card member Services & Consu...
CM
Card & Marketing
HT
Legal
KM
Payment Services
DO
COO
Roger Hochschild
Credit Risk Management
JP
CIO
GS
Some elements of structure are static that is they reflect where on a continuum of choices. Which choice will the organization make? These elements involve such characteristics as size, hierarchy and centralizations. Looking at these characteristics of an organization, however, only shows the organization at one point in time. To provide descriptions that more closely match the fluid, changing entities that organizations are a number of researchers have focused on organizations as networks of relationships that develop over time. These studies reveal the dynamic elements of an organization's structure - structure as an expression of how people interact.
These two general views of organizational structure are derived from somewhat different premises, and they are not easily integrated with one another. One might think of them as roughly analogous to photographic slides and motion pictures, slides are useful from showing what a scene or person looks like at a single moment, and motion pictures show movement and change over time. That both views are useful is clear from the Westinghouse case that opened this chapter. Several static elements played key roles in the case, including size, hierarchy and formalization of key policies.
A number of different factors are determinants of structure they shape how these elements are used to structures the organization. These factors include goals, social customs and mores beliefs and values of the founders or the current managers environmental constrains and available technology. Once we learn about the elements affect how those elements are combined into actual structures.
Our notions of structure include the assumption that organizations have relatively impermeable and easy to find boundaries. That is one can fairly easily differentiate the organization from its environment. This premise is true of most organizations today but may be less true tomorrow, when we may have to alter radically our notions about what constitutes structure. In industrialized nations we are quickly working ourselves into a world in which high technology office management systems are used to complete and integrate work. It may be difficult to define the boundaries of, say a bank if many of its clerical personnel work at home on terminals and transit their completed work into a central computer, if customers access the bank through automatic teller machines and personal computers at home and if banking has become so deregulated that lines of demarcation between banks and other financial institutions have blurred or been erased.
CEO
David Nelms
Director
Lawrence Weinbach
Director
Michael Moskow
Director
Gregory Case
Director
Follin Smith
Director
Robert Devlin
Director
Mary Bush
Director
Richard Lenny
Director
Thomas Maheras
Director
Jeffrey Aronin
Director
Cynthia Glassman
CFO
Roy Guthrie
Card member Services & Consu...
CM
Card & Marketing
HT
Legal
KM
Payment Services
DO
COO
Roger Hochschild
Credit Risk Management
JP
CIO
GS
Some elements of structure are static that is they reflect where on a continuum of choices. Which choice will the organization make? These elements involve such characteristics as size, hierarchy and centralizations. Looking at these characteristics of an organization, however, only shows the organization at one point in time. To provide descriptions that more closely match the fluid, changing entities that organizations are a number of researchers have focused on organizations as networks of relationships that develop over time. These studies reveal the dynamic elements of an organization's structure - structure as an expression of how people interact.
These two general views of organizational structure are derived from somewhat different premises, and they are not easily integrated with one another. One might think of them as roughly analogous to photographic slides and motion pictures, slides are useful from showing what a scene or person looks like at a single moment, and motion pictures show movement and change over time. That both views are useful is clear from the Westinghouse case that opened this chapter. Several static elements played key roles in the case, including size, hierarchy and formalization of key policies.
A number of different factors are determinants of structure they shape how these elements are used to structures the organization. These factors include goals, social customs and mores beliefs and values of the founders or the current managers environmental constrains and available technology. Once we learn about the elements affect how those elements are combined into actual structures.
Our notions of structure include the assumption that organizations have relatively impermeable and easy to find boundaries. That is one can fairly easily differentiate the organization from its environment. This premise is true of most organizations today but may be less true tomorrow, when we may have to alter radically our notions about what constitutes structure. In industrialized nations we are quickly working ourselves into a world in which high technology office management systems are used to complete and integrate work. It may be difficult to define the boundaries of, say a bank if many of its clerical personnel work at home on terminals and transit their completed work into a central computer, if customers access the bank through automatic teller machines and personal computers at home and if banking has become so deregulated that lines of demarcation between banks and other financial institutions have blurred or been erased.
Last edited: