netrashetty
Netra Shetty
Organisational Structure of Dole Foods : Dole Food Company, Inc. (NYSE: DOLE) is an American-based agricultural multinational corporation headquartered in Westlake Village, California. The company is the largest producer of fruits and vegetables in the world, operating with 75,800 full-time and seasonal employees who are responsible for over 300 products in 90 countries.[5][6] Dole markets such food items as bananas, pineapples (fresh and packaged), grapes, strawberries, salads, and other fresh and frozen fruits and juices.
Dole's Chairman founded the Dole Nutrition Institute, a nutritional research and education foundation.
CEO
David DeLorenzo
Chairman of the Board
David Murdock
Director
Dennis Weinberg
Director
Sherry Lansing
Director
Elaine Chao
Director
Andrew Conrad
CFO
Joseph Tesoriero
Legal & Secretary
Michael Carter
New Products & Development
JM
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowledge of fostering properties that can be easily adapted into the existing structure. This fits with research that indicates that people who generate ideas on a regular basis find structure to be unimportant as long as some criteria are met. A few of these include:
a) Direct access to decision makers - provides fast feedback and immediate go or kill decisions.
b) Short lines of communication - if communication gets filtered there is a loss of momentum and corresponding loss of control.
c) Tangible progression - if ideas are not picked up at all, motivation suffers.
In fact, a huge number of other issues ought to be considered.
Dole's Chairman founded the Dole Nutrition Institute, a nutritional research and education foundation.
CEO
David DeLorenzo
Chairman of the Board
David Murdock
Director
Dennis Weinberg
Director
Sherry Lansing
Director
Elaine Chao
Director
Andrew Conrad
CFO
Joseph Tesoriero
Legal & Secretary
Michael Carter
New Products & Development
JM
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowledge of fostering properties that can be easily adapted into the existing structure. This fits with research that indicates that people who generate ideas on a regular basis find structure to be unimportant as long as some criteria are met. A few of these include:
a) Direct access to decision makers - provides fast feedback and immediate go or kill decisions.
b) Short lines of communication - if communication gets filtered there is a loss of momentum and corresponding loss of control.
c) Tangible progression - if ideas are not picked up at all, motivation suffers.
In fact, a huge number of other issues ought to be considered.
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