netrashetty
Netra Shetty
Home City Ice is a company based in Cincinnati, Ohio. Home City Ice delivers fresh ice to over 9 states. Operating a number of plants from its headquarters in Cincinnati, to a branch plant in Pittsburgh, the corporation uses blue ice chests at local stores. Its bagging plant in Pittsburgh is one of the largest in the region with head bagging operator Anthony Antonace overseeing the vast stock of ice shipped out of the plant on a regular basis.
The Home City Ice Company was involved in a "cartel"[1]of large ice companies who conspired to eliminate smaller competition and keep retail prices higher than the market should have dictated. The Home City Ice Company pled guilty to violations of the Sherman Antitrust Act in 2007 as a result of these actions. Home City, along with two other large ice companies in the United States, colluded to artificially inflate retail ice prices by agreeing to not compete against one another in the Southeastern region of the state of Michigan. This violation may cost Home City up to $100 million dollars and a term of probation to be determined by the federal government.[2] No active officials within the company will be charged with any criminal charges as the violations were blamed on a now deceased former vice president.
CEO
William Stapleton
Chairman of the Board
John Conroy
Director
Glenn Collier
Director
James Foreman
Director
Terry Hoppes
Secrecy Act Officer
DM
Administration
WH
Security
CG
CFO
Charles Mihal
CFO & Operations
DW
Compliance & Auditor
PA
HCFC & Home City
DL
Loan Administration
TJ
Mortgage Loans
PD
Problem with Organizational Levels is that more the number of levels more is the expense, departmental levels complicate communication, planning and control. 'Principle of the Span of Management" states that " there is a limit to the number of subordinates a manager can effectively supervise, but the exact number will depend on the impact of underlying factors".
Factors Determining an Effective Span
1. Training of Subordinates.
2. Clarity of Delegation of Authority.
3. Clarity of Plans.
4. Communication Techniques.
5. Amount of Personal Contact Needed.
6. Variation by Organization Level.
7. The Need for Balance.
Distinction between Episodic and Continuous Change
The distinction between episodic change and continuous change largely depends on perspectives. If one looks at it from a distance or macro level, the events appear to be repetitive, routine and inertia with sporadic episodes of revolutionary change. If one examines it closer or at micro level, every organization undergoes continuous adaptation and change. The adjustments may be small but their frequency could affect structure and strategy of the organization.
These small but frequent adjustments are regarded by some as organizational revolution. Others treat these ongoing little changes as additional form of same transformation and should be considered as one. The convergence of these changes could contribute to a deeper interdependence. Convergence, however, could be interrupted by a period of divergence which could result in a radical organizational revolution, deep change or great transformation.
The Home City Ice Company was involved in a "cartel"[1]of large ice companies who conspired to eliminate smaller competition and keep retail prices higher than the market should have dictated. The Home City Ice Company pled guilty to violations of the Sherman Antitrust Act in 2007 as a result of these actions. Home City, along with two other large ice companies in the United States, colluded to artificially inflate retail ice prices by agreeing to not compete against one another in the Southeastern region of the state of Michigan. This violation may cost Home City up to $100 million dollars and a term of probation to be determined by the federal government.[2] No active officials within the company will be charged with any criminal charges as the violations were blamed on a now deceased former vice president.
CEO
William Stapleton
Chairman of the Board
John Conroy
Director
Glenn Collier
Director
James Foreman
Director
Terry Hoppes
Secrecy Act Officer
DM
Administration
WH
Security
CG
CFO
Charles Mihal
CFO & Operations
DW
Compliance & Auditor
PA
HCFC & Home City
DL
Loan Administration
TJ
Mortgage Loans
PD
Problem with Organizational Levels is that more the number of levels more is the expense, departmental levels complicate communication, planning and control. 'Principle of the Span of Management" states that " there is a limit to the number of subordinates a manager can effectively supervise, but the exact number will depend on the impact of underlying factors".
Factors Determining an Effective Span
1. Training of Subordinates.
2. Clarity of Delegation of Authority.
3. Clarity of Plans.
4. Communication Techniques.
5. Amount of Personal Contact Needed.
6. Variation by Organization Level.
7. The Need for Balance.
Distinction between Episodic and Continuous Change
The distinction between episodic change and continuous change largely depends on perspectives. If one looks at it from a distance or macro level, the events appear to be repetitive, routine and inertia with sporadic episodes of revolutionary change. If one examines it closer or at micro level, every organization undergoes continuous adaptation and change. The adjustments may be small but their frequency could affect structure and strategy of the organization.
These small but frequent adjustments are regarded by some as organizational revolution. Others treat these ongoing little changes as additional form of same transformation and should be considered as one. The convergence of these changes could contribute to a deeper interdependence. Convergence, however, could be interrupted by a period of divergence which could result in a radical organizational revolution, deep change or great transformation.
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