netrashetty
Netra Shetty
Electronic Data Systems (EDS), headquartered in Plano, Texas, defined the outsourcing business when it was established in 1962 by H. Ross Perot. General Motors acquired the company in 1984, spun it off again as an independent company in 1996, and became an EDS client.
On May 13, 2008, Hewlett-Packard Co. confirmed that it had reached a deal with Electronic Data Systems to acquire the company for $13.9 billion.[1] The deal was completed on August 26, 2008. EDS became an HP business unit and was renamed "EDS, an HP company". Ronald A. Rittenmeyer remained at the helm, reporting to Ann Livermore until his retirement.
As of 2008, EDS employed 139,000 people in 64 countries, the largest locations being the United States, India and the UK. It was ranked as one of the largest service companies on the Fortune 500 list with around 2,000 clients.
As of 23 September 2009, EDS began going to market as HP Enterprise Services, a name change which came one year after HP announced the acquisition of EDS and was a critical milestone as the integration of EDS into HP neared completion
Chairman of the Board
Michael Heller
Director
Andrew Heller
Application Software Products
Paul Davies
CEO
Julian Wassell
Finance & Secretary
JS
Network Services
CS
Sales
PD
Across Western countries, “striking variation in financial systems directly points differing central banking practices”. For United States (US) and United Kingdom (UK), financial markets are very important instruments for allocation of resources. In Continental European countries, banks played important roles but financial markets are less developed. In Germany, banks are among the common and largest shareholders. Such differences are explained by the “evolution of industrial structures and extent of government involvement”. The US regulatory structure, for example, was characterized by “government-sponsored deposit insurance system, separation of banking functions and entry barriers that includes limitations on inter- and intra-state branching”. “The Banking Act of 1933 or the Glass-Steagall Act” provided the financial guarantee for over forty years for US. However, the act became “unstable” because of the series of unexpected events such as “advances in information technology, circumvention or regulation and efforts to acquire competitive advantage
Occasionally, architects and decorators design a physical setting to express what they feel are the goals and needs of the organization. In this way, the qualities of the space can reflect-and influence-the desired organizational structure. The pyramidal Trans America Building in San Francisco certainly reflects and reinforces the hierarchical structure of the modern corporation. Similarly, the electronics firms in California's Silicon Valley have created campus like architectural styles that fit the informal organizational structure they try to encourage.
The details of how units are distributed throughout a space are important as well. When laying out locations for an organization in a new or remodeled building, planners ask numerous questions about the interaction of various departments and subunits within departments. They know that proximity or distance can affect how well units communicate with one another. Locating units on the same floor or gathering in one building units that had been dispersed in separate buildings facilitates communication; the opposite practices erect barriers to communication. Managers about to design a new space for a company that is moving are in an excellent position to manipulate such factors to achieve their goals facilitate employee interactions.
On May 13, 2008, Hewlett-Packard Co. confirmed that it had reached a deal with Electronic Data Systems to acquire the company for $13.9 billion.[1] The deal was completed on August 26, 2008. EDS became an HP business unit and was renamed "EDS, an HP company". Ronald A. Rittenmeyer remained at the helm, reporting to Ann Livermore until his retirement.
As of 2008, EDS employed 139,000 people in 64 countries, the largest locations being the United States, India and the UK. It was ranked as one of the largest service companies on the Fortune 500 list with around 2,000 clients.
As of 23 September 2009, EDS began going to market as HP Enterprise Services, a name change which came one year after HP announced the acquisition of EDS and was a critical milestone as the integration of EDS into HP neared completion
Chairman of the Board
Michael Heller
Director
Andrew Heller
Application Software Products
Paul Davies
CEO
Julian Wassell
Finance & Secretary
JS
Network Services
CS
Sales
PD
Across Western countries, “striking variation in financial systems directly points differing central banking practices”. For United States (US) and United Kingdom (UK), financial markets are very important instruments for allocation of resources. In Continental European countries, banks played important roles but financial markets are less developed. In Germany, banks are among the common and largest shareholders. Such differences are explained by the “evolution of industrial structures and extent of government involvement”. The US regulatory structure, for example, was characterized by “government-sponsored deposit insurance system, separation of banking functions and entry barriers that includes limitations on inter- and intra-state branching”. “The Banking Act of 1933 or the Glass-Steagall Act” provided the financial guarantee for over forty years for US. However, the act became “unstable” because of the series of unexpected events such as “advances in information technology, circumvention or regulation and efforts to acquire competitive advantage
Occasionally, architects and decorators design a physical setting to express what they feel are the goals and needs of the organization. In this way, the qualities of the space can reflect-and influence-the desired organizational structure. The pyramidal Trans America Building in San Francisco certainly reflects and reinforces the hierarchical structure of the modern corporation. Similarly, the electronics firms in California's Silicon Valley have created campus like architectural styles that fit the informal organizational structure they try to encourage.
The details of how units are distributed throughout a space are important as well. When laying out locations for an organization in a new or remodeled building, planners ask numerous questions about the interaction of various departments and subunits within departments. They know that proximity or distance can affect how well units communicate with one another. Locating units on the same floor or gathering in one building units that had been dispersed in separate buildings facilitates communication; the opposite practices erect barriers to communication. Managers about to design a new space for a company that is moving are in an excellent position to manipulate such factors to achieve their goals facilitate employee interactions.
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