netrashetty
Netra Shetty
Organisational Structure of Discovery Communications : Discovery Communications, Inc. (DCI) (NASDAQ: DISCA, NASDAQ: DISCB, NASDAQ: DISCK) is an American global media and entertainment company. The company started as a single channel in 1985, The Discovery Channel. Today, DCI has global operations offering 28 network entertainment brands on more than 100 channels in more than 180 countries in 39 languages for over 1.5 billion subscribers around the globe.[1] Discovery Communications is based in Silver Spring, Maryland. The company's slogan is: "The number-one nonfiction media company."[2]
DCI both produces original programming and acquires content from producers worldwide. This non-fiction programming is offered through DCI's 28 network entertainment brands, including Discovery Channel, Military Channel, TLC, Animal Planet, Discovery Health Channel and a family of digital channels. DCI also distributes BBC America and BBC World News to cable and satellite operators in the United States.
CEO
David Zaslav
Chairman of the Board
John Hendricks
Director
Steven Miron
Director
LaVoy Robison
Director
David Wargo
Director
Robert Miron
Director
Lawrence Kramer
Director
Robert Beck
Director
Robert Bennett
Director
Paul Gould
Director
John Malone
The Oprah Winfrey Network
CN
Marketing
LM
COO
Peter Liguori
Accounting
TC
Networks International
Mark Hollinger
3D Net
TC
The Hub
ML
Discovery Channel
CB
Discovery Studios
CT
Animal Planet Media
MK
Investigation,, Military & H...
HS
TLC
EO
Advertising Sales
JA
Digital Media & Development
Bruce Campbell
Domestic Distribution & Entr...
BG
CFO
Brad Singer
Legal & Secretary
JL
Human Resources
AR
Organizational structures generally unfold over time and usually result from years of politics and 'just in time' fixes to organizational problems, rather than from any formal, methodical planning. Those who are at the forefront of restructuring, often spend time and energy developing new organizational structures by sketching boxes and populating them with existing names of people in their organization.
The truth is, there is a science to organization design and without understanding some key points, leaders can often create real problems that can be felt by employees for years to come. First, it is critical to consider to what extent the structure compliments the organization's strategy. If the organization needs to be flexible and adaptable in order to respond to change but the structure is inflexible then chaos could be on the horizon. Take time to articulate the strategy and then create a structure that will allow it to be achieved.
Also, think about how the structure of the organization takes employee's strengths, weaknesses, and passion into consideration. After doing design work in various organizations, we have come to realize that people make structures work; structures do not make people work. Similarly, leaders have to acknowledge that old practices, styles, and capabilities probably won't work in new organizational structures. Understanding what needs to change and how that change is going to occur - whether it be at the individual or team level - is something that leaders need to figure out as they develop new organizational designs.
DCI both produces original programming and acquires content from producers worldwide. This non-fiction programming is offered through DCI's 28 network entertainment brands, including Discovery Channel, Military Channel, TLC, Animal Planet, Discovery Health Channel and a family of digital channels. DCI also distributes BBC America and BBC World News to cable and satellite operators in the United States.
CEO
David Zaslav
Chairman of the Board
John Hendricks
Director
Steven Miron
Director
LaVoy Robison
Director
David Wargo
Director
Robert Miron
Director
Lawrence Kramer
Director
Robert Beck
Director
Robert Bennett
Director
Paul Gould
Director
John Malone
The Oprah Winfrey Network
CN
Marketing
LM
COO
Peter Liguori
Accounting
TC
Networks International
Mark Hollinger
3D Net
TC
The Hub
ML
Discovery Channel
CB
Discovery Studios
CT
Animal Planet Media
MK
Investigation,, Military & H...
HS
TLC
EO
Advertising Sales
JA
Digital Media & Development
Bruce Campbell
Domestic Distribution & Entr...
BG
CFO
Brad Singer
Legal & Secretary
JL
Human Resources
AR
Organizational structures generally unfold over time and usually result from years of politics and 'just in time' fixes to organizational problems, rather than from any formal, methodical planning. Those who are at the forefront of restructuring, often spend time and energy developing new organizational structures by sketching boxes and populating them with existing names of people in their organization.
The truth is, there is a science to organization design and without understanding some key points, leaders can often create real problems that can be felt by employees for years to come. First, it is critical to consider to what extent the structure compliments the organization's strategy. If the organization needs to be flexible and adaptable in order to respond to change but the structure is inflexible then chaos could be on the horizon. Take time to articulate the strategy and then create a structure that will allow it to be achieved.
Also, think about how the structure of the organization takes employee's strengths, weaknesses, and passion into consideration. After doing design work in various organizations, we have come to realize that people make structures work; structures do not make people work. Similarly, leaders have to acknowledge that old practices, styles, and capabilities probably won't work in new organizational structures. Understanding what needs to change and how that change is going to occur - whether it be at the individual or team level - is something that leaders need to figure out as they develop new organizational designs.
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