netrashetty
Netra Shetty
Fiserv, Inc. (NASDAQ: FISV) a Fortune 500 company, provides information management systems and services to the financial and insurance industries. Leading services include transaction processing, outsourcing, business process outsourcing (BPO), software and systems solutions. The company serves more than 16,000 clients worldwide.[1] Fiserv has been ranked the largest provider of information technology services to the financial services industry worldwide from 2005-2009 except in 2007 when it gave up the position to Fidelity National Information Services.[2] Fiserv reported more than $4.7 billion in total revenue for 2008.
CEO
Jeffery Yabuki
Vice Chairman
Peter Kight
CFO
Thomas Hirsch
CIO
Richard Jones
CIO
Richard Jones
Marketing
Donald MacDonald
Corporate Development
James Cox
Depository Institution Servi...
DC
Depository Institution Serv...
Thomas Neill
Legal
Charles Sprague
Human Resources
BF
Depository Institution Servi...
Stephen Olsen
Financial Institution Servic...
TW
Card Services
Rahul Gupta
Risk
MW
Internal Audit
Daniel Murphy
There are a few fundamental elements to consider when evaluating your organization's structure:
- Authority can be delegated. Responsibility cannot.
- To optimize effectiveness, decisions should be made at the lowest reasonable level in the organizational hierarchy consistent with capability and accountability.
- Authority to perform management cycle functions (planning, organizing, directing and controlling) and performance expectations should be clearly and appropriately defined at each management level.
- Overspecialization is the enemy of organizational effectiveness.
- 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.
CEO
Jeffery Yabuki
Vice Chairman
Peter Kight
CFO
Thomas Hirsch
CIO
Richard Jones
CIO
Richard Jones
Marketing
Donald MacDonald
Corporate Development
James Cox
Depository Institution Servi...
DC
Depository Institution Serv...
Thomas Neill
Legal
Charles Sprague
Human Resources
BF
Depository Institution Servi...
Stephen Olsen
Financial Institution Servic...
TW
Card Services
Rahul Gupta
Risk
MW
Internal Audit
Daniel Murphy
There are a few fundamental elements to consider when evaluating your organization's structure:
- Authority can be delegated. Responsibility cannot.
- To optimize effectiveness, decisions should be made at the lowest reasonable level in the organizational hierarchy consistent with capability and accountability.
- Authority to perform management cycle functions (planning, organizing, directing and controlling) and performance expectations should be clearly and appropriately defined at each management level.
- Overspecialization is the enemy of organizational effectiveness.
- 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.
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