netrashetty
Netra Shetty
Iberdrola USA (formerly Energy East) is a Fortune 500 company that serves 2.9 million public utility customers with energy, primarily electricity and natural gas.
Managing Director
Alan McKeating
Chairman of the Board
Stephen Barclay
Director
John Shaw
Finance
John Butler
Sales & Marketing
PBL
The "Span of Control" principle should be observed:
Ideally, a manager should be responsible for six to eight key result areas. This does NOT mean that a manager should only have six to eight direct reports. One manager can supervise many people if they share the same responsibilities or work to perform the same service.
A key result area may not involve the direct supervision of people. Instead, critical functions are the key result areas. For example, assuring that regulatory requirements are met can be a key result area.
- As a general rule, flatter is better when it comes to organizational structure. However, care should be taken to assure that there are neither too few nor too many management layers. Too few layers of management can create span of control issues. Too many layers will limit organizational responsiveness, complicate communication, and facilitate information silo development. Two layers of management between the organization's CEO and working staff is ideal. Four layers between top and bottom is almost always too many.
If significant time has passed since your organization chart has been evaluated, there is no time like the present. Developing a structure that observes these principles can have a profound impact on organizational effectiveness.
“Streamlining was as well experienced by the central bank of China – the People’s Bank of China”. After founding the new government in 1949, The People’s bank of China was established. It served as “the only bank in the country before 1979”. The bank performed “the typical responsibilities of a central bank as credit distribution, currency issuance and foreign exchange reserves management”. Aside from its central banking functions, it also performed as “a commercial bank by way of receiving household and firms deposit and making loans and providing clearance services for business organizations” (p. 6). Since there are no separate commercial banks, the need for “separate commercial banking in a ‘centrally-planned’ economy is unnecessary”. The Chinese financial market only looked-for an “accounting system to balance the books for various state-owned enterprises”. During these years, “a mono-banking system, which the People’s Bank of China served as the accounting unit, was sufficient for this reason”
In retrospect, ERON executives, one of the largest corporate organizations fell without mercy in December 2001 leaving no financial return for their long-standing employees. Enron employees blanketed their trust in an organization expecting to live comfortably throughout with their retired savings, 401(k) investments. Yet, they were ousted unexpectedly, just as their leaders. Baucus & Baucus (1997) states "illegality takes money from strategic investments, hurts a firm's image with its stakeholders..." (Elkins, 1976). According to CBC News (2007), A British Columbia Securities Commission (BCSC) panel reports Eron executives relegated a carefully planned "massive fraud" on British Columbia residents (www.cbc.ca). These facts substantiated that Eron Mortgage Corporation, Eron Investment Corporation, Capital Productions Incorporation, and Eron Financial Service Ltd. raised $240 million from investors by lying to them
Managing Director
Alan McKeating
Chairman of the Board
Stephen Barclay
Director
John Shaw
Finance
John Butler
Sales & Marketing
PBL
The "Span of Control" principle should be observed:
Ideally, a manager should be responsible for six to eight key result areas. This does NOT mean that a manager should only have six to eight direct reports. One manager can supervise many people if they share the same responsibilities or work to perform the same service.
A key result area may not involve the direct supervision of people. Instead, critical functions are the key result areas. For example, assuring that regulatory requirements are met can be a key result area.
- As a general rule, flatter is better when it comes to organizational structure. However, care should be taken to assure that there are neither too few nor too many management layers. Too few layers of management can create span of control issues. Too many layers will limit organizational responsiveness, complicate communication, and facilitate information silo development. Two layers of management between the organization's CEO and working staff is ideal. Four layers between top and bottom is almost always too many.
If significant time has passed since your organization chart has been evaluated, there is no time like the present. Developing a structure that observes these principles can have a profound impact on organizational effectiveness.
“Streamlining was as well experienced by the central bank of China – the People’s Bank of China”. After founding the new government in 1949, The People’s bank of China was established. It served as “the only bank in the country before 1979”. The bank performed “the typical responsibilities of a central bank as credit distribution, currency issuance and foreign exchange reserves management”. Aside from its central banking functions, it also performed as “a commercial bank by way of receiving household and firms deposit and making loans and providing clearance services for business organizations” (p. 6). Since there are no separate commercial banks, the need for “separate commercial banking in a ‘centrally-planned’ economy is unnecessary”. The Chinese financial market only looked-for an “accounting system to balance the books for various state-owned enterprises”. During these years, “a mono-banking system, which the People’s Bank of China served as the accounting unit, was sufficient for this reason”
In retrospect, ERON executives, one of the largest corporate organizations fell without mercy in December 2001 leaving no financial return for their long-standing employees. Enron employees blanketed their trust in an organization expecting to live comfortably throughout with their retired savings, 401(k) investments. Yet, they were ousted unexpectedly, just as their leaders. Baucus & Baucus (1997) states "illegality takes money from strategic investments, hurts a firm's image with its stakeholders..." (Elkins, 1976). According to CBC News (2007), A British Columbia Securities Commission (BCSC) panel reports Eron executives relegated a carefully planned "massive fraud" on British Columbia residents (www.cbc.ca). These facts substantiated that Eron Mortgage Corporation, Eron Investment Corporation, Capital Productions Incorporation, and Eron Financial Service Ltd. raised $240 million from investors by lying to them
Last edited: