netrashetty
Netra Shetty
Infor Global Solutions is a privately held U.S. software company that specializes in enterprise software ranging from financial systems and resource planning (ERP) to supply chain and customer relationships
CEO
Charles Phillips
Chairman of the Board
Jim Schaper
Director
David Dominik
Director
Prescott Ashe
CFO
Raghavan Rajaji
CTO
Bruce Gordon
Executive Vice President
KW
Business
GC
Business
Mark Wright
Field Operations
SS
Products, Marketing & Support
Duncan Angove
Marketing
RH
Product Development
SS
Operations
PM
Legal & Secretary
GG
Human Resources
Glenn Goldberg
The effective organization planning group will be able to measure its contribution to the organization in several ways. Its contribution will be evident in increases in operational effectiveness, the end of the problem that brought organizational planning into existence, lower production and administrative expenses, better relationships between operating departments, the selection of better people for key posit ions, and the creation of a ready reserve of employees for jobs that had not been designed when the group was initiated.
Organizational planning can easily result in little or no improvement in performance if not implemented effectively. Successful implementation involves several elements: communication, management information systems, policies and procedures, timing, and compensation.
There is more to the communication of organizational changes than the distribution of corporate announcements to the newspapers. The manner in which they are made known to the members of the organization is crucial to success. Whenever changes occur, chain reactions are set up that affect large groups of people. Relationships change; objectives change; status changes; power is redistributed. People affected must have a thorough understanding not only of changes but the reasons for them.
Time and again, organizational changes developed for valid reasons achieve nothing. For example, suppose a sales organization is redesigned to make it more responsive to the marketplace; but sales fail to go up, or even go down. Why? Perhaps sales representatives in the field were not notified of changes because top management felt that only the managers were involved. The reps may still be waiting for the other shoe to fall.
CEO
Charles Phillips
Chairman of the Board
Jim Schaper
Director
David Dominik
Director
Prescott Ashe
CFO
Raghavan Rajaji
CTO
Bruce Gordon
Executive Vice President
KW
Business
GC
Business
Mark Wright
Field Operations
SS
Products, Marketing & Support
Duncan Angove
Marketing
RH
Product Development
SS
Operations
PM
Legal & Secretary
GG
Human Resources
Glenn Goldberg
The effective organization planning group will be able to measure its contribution to the organization in several ways. Its contribution will be evident in increases in operational effectiveness, the end of the problem that brought organizational planning into existence, lower production and administrative expenses, better relationships between operating departments, the selection of better people for key posit ions, and the creation of a ready reserve of employees for jobs that had not been designed when the group was initiated.
Organizational planning can easily result in little or no improvement in performance if not implemented effectively. Successful implementation involves several elements: communication, management information systems, policies and procedures, timing, and compensation.
There is more to the communication of organizational changes than the distribution of corporate announcements to the newspapers. The manner in which they are made known to the members of the organization is crucial to success. Whenever changes occur, chain reactions are set up that affect large groups of people. Relationships change; objectives change; status changes; power is redistributed. People affected must have a thorough understanding not only of changes but the reasons for them.
Time and again, organizational changes developed for valid reasons achieve nothing. For example, suppose a sales organization is redesigned to make it more responsive to the marketplace; but sales fail to go up, or even go down. Why? Perhaps sales representatives in the field were not notified of changes because top management felt that only the managers were involved. The reps may still be waiting for the other shoe to fall.