netrashetty
Netra Shetty
Fisher Electronics is a US based subsidiary company of Japanese electronics conglomerate Sanyo specialising in the field of hi-fi electronics.
CEO
Alfred FisherIII
Chairman
Alfred Fisher
Sales & Marketing
FO
Business Development
CB
Six attitudes lay the foundation for the PIAV, and these six major attitudes form a sort of window through which individuals view the world and seek fulfillment in their lives. These are their driving force in their lives, their passions. The six major attributes are:
Theoretical – A passion to discover, systematize, and analyze; a search for knowledge. Someone whose dominant interest is the discovery of truth.
Utilitarian – A passion to gain return on the investment of time, resources and money that was utilized. This type of individual is all about what is useful, what will work, and how much money will be gained.
Aesthetic – A passion to add balance and harmony in one’s own life and protect our natural resources. Someone whose highest value is form and synchronization.
Social – A passion to eliminate hate and conflict in the world and to assist others in helping them achieve their potential through the investment of one’s time and resources. Someone whose highest value is love of people.
Individualistic – A passion to achieve position and to use that position to influence others. It is all about one’s advancement, getting to the top, and the assertion of the self.
Traditional – A passion to pursue the higher meaning in life through a defined system for living, according to an unquestioned set of rules.
Flat hierarchies tend to foster creativity but why? What if an entity has a tall hierarchy - drastic transformation is often not an option. Imagine you are the CEO of a large multinational, what are you going to do, ask them to alter their organisational structure?
Flat hierarchies work because of properties such as a) fast links to decision makers, b) fast feedback processes and c) greater intimacy with the problem.
These can be implemented in tall hierarchies too - by implementing cross-linkages, direct links to decision makers and skunkworks.
Other alternatives include asking senior management to sit in open plan offices, reducing the distance and physical barriers between groups, MBWA (management by walking about), managing status differentials and so forth.
CEO
Alfred FisherIII
Chairman
Alfred Fisher
Sales & Marketing
FO
Business Development
CB
Six attitudes lay the foundation for the PIAV, and these six major attitudes form a sort of window through which individuals view the world and seek fulfillment in their lives. These are their driving force in their lives, their passions. The six major attributes are:
Theoretical – A passion to discover, systematize, and analyze; a search for knowledge. Someone whose dominant interest is the discovery of truth.
Utilitarian – A passion to gain return on the investment of time, resources and money that was utilized. This type of individual is all about what is useful, what will work, and how much money will be gained.
Aesthetic – A passion to add balance and harmony in one’s own life and protect our natural resources. Someone whose highest value is form and synchronization.
Social – A passion to eliminate hate and conflict in the world and to assist others in helping them achieve their potential through the investment of one’s time and resources. Someone whose highest value is love of people.
Individualistic – A passion to achieve position and to use that position to influence others. It is all about one’s advancement, getting to the top, and the assertion of the self.
Traditional – A passion to pursue the higher meaning in life through a defined system for living, according to an unquestioned set of rules.
Flat hierarchies tend to foster creativity but why? What if an entity has a tall hierarchy - drastic transformation is often not an option. Imagine you are the CEO of a large multinational, what are you going to do, ask them to alter their organisational structure?
Flat hierarchies work because of properties such as a) fast links to decision makers, b) fast feedback processes and c) greater intimacy with the problem.
These can be implemented in tall hierarchies too - by implementing cross-linkages, direct links to decision makers and skunkworks.
Other alternatives include asking senior management to sit in open plan offices, reducing the distance and physical barriers between groups, MBWA (management by walking about), managing status differentials and so forth.
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