netrashetty
Netra Shetty
Kingston Technology Company, Inc. is an American privately held, multinational computer technology corporation that develops, manufactures, sells and supports flash memory products and other computer-related memory products. Headquartered in Fountain Valley, California, USA, Kingston Technology employs more than 4,000 people worldwide as of 2008. The company has manufacturing and logistics facilities in the United States, United Kingdom, Ireland, Taiwan, and China.
It is the largest independent producer of DRAM memory modules, currently owning 45.8% of the third-party worldwide DRAM module market share, according to iSuppli.[1] Kingston is arguably the second largest supplier of flash memory. Gartner ranks Kingston as the world's #1 supplier of USB drives and #3 in flash cards.
In 2009, Kingston generated revenues of US $4.1 billion. Forbes lists Kingston as #77 on its list of "The 500 Largest Private Companies in the U.S." and Inc. ranks Kingston as the #6 Private Company By Revenue, #1 in the Computer Hardware category.
Kingston serves an international network of distributors, resellers, retailers and OEM customers on six continents. The company also provides contract manufacturing and supply chain management services for semiconductor manufacturers and system OEMs.
Through its ownership of Kingston Technology Company Inc. and Advanced Validation Labs Inc. (AVL), Kingston Technology Corporation is one of the world’s leading memory module manufacturing, module validation, semiconductor packaging and test companies in the worl
CEO
Ralph McKittrick
Director
James Byrne
CFO
George Coupe
A number of factors determine how organizations are structured. These include the organization's goals, social customs and mores, the beliefs and values of the founders or managers, environmental constraints, and available technology. As mentioned earlier, size, though an element of structure, is also a determinant because it influences all the other elements.
Organizational goals clearly influence the way an organization is designed. The high value placed on productivity and quality as well as shareholder value had a major influence on the redesign of Westinghouse as a more diversified and decentralized firm. Indeed, goals are the prime determinants of structure. If one is in the business of producing hamburgers, the goal of delivering a gourmet product at a moderate price leads to different structuring arrangements than does the goal of delivering a reliable product quickly at a low price.
Social customs at the time of an organization's birth also determine how it is structured. This has been very important in the history of business. For example, the organizational forms adopted by the first companies in the automobile industry are not the same as the structures being adopted now. Historically production was structured around the assembly line. Some workers always built chassis, which were then sent down the assembly line to other workers, who did such jobs as putting axles and engines onto those chassis. Currently, many automakers are adopting the work-group or team concept in which a group of workers is responsible for more than just one portion of the car. At the time the auto industry began, no one thought about using a group approach to building cars, given that it was not consistent with the existing values about manufacturing.
An organizational structure is the body of policies and rules that allows an organization to arrange its chain of command and communication while allocating rights and responsibilities, according to the Business Dictionary. Several factors should be considered in determining an appropriate organizational structure.
Size and Organizational Structure
The bigger the organization, the more complex its structure. If the company is small, such as a three-person tax company, the design is generally simple. A small company does not have to undergo a formal structure; it can operate solely on the desires of the principals and the needs of the company. Policies and guidelines may be present only to provide the boundaries in which employees make decisions.
It is the largest independent producer of DRAM memory modules, currently owning 45.8% of the third-party worldwide DRAM module market share, according to iSuppli.[1] Kingston is arguably the second largest supplier of flash memory. Gartner ranks Kingston as the world's #1 supplier of USB drives and #3 in flash cards.
In 2009, Kingston generated revenues of US $4.1 billion. Forbes lists Kingston as #77 on its list of "The 500 Largest Private Companies in the U.S." and Inc. ranks Kingston as the #6 Private Company By Revenue, #1 in the Computer Hardware category.
Kingston serves an international network of distributors, resellers, retailers and OEM customers on six continents. The company also provides contract manufacturing and supply chain management services for semiconductor manufacturers and system OEMs.
Through its ownership of Kingston Technology Company Inc. and Advanced Validation Labs Inc. (AVL), Kingston Technology Corporation is one of the world’s leading memory module manufacturing, module validation, semiconductor packaging and test companies in the worl
CEO
Ralph McKittrick
Director
James Byrne
CFO
George Coupe
A number of factors determine how organizations are structured. These include the organization's goals, social customs and mores, the beliefs and values of the founders or managers, environmental constraints, and available technology. As mentioned earlier, size, though an element of structure, is also a determinant because it influences all the other elements.
Organizational goals clearly influence the way an organization is designed. The high value placed on productivity and quality as well as shareholder value had a major influence on the redesign of Westinghouse as a more diversified and decentralized firm. Indeed, goals are the prime determinants of structure. If one is in the business of producing hamburgers, the goal of delivering a gourmet product at a moderate price leads to different structuring arrangements than does the goal of delivering a reliable product quickly at a low price.
Social customs at the time of an organization's birth also determine how it is structured. This has been very important in the history of business. For example, the organizational forms adopted by the first companies in the automobile industry are not the same as the structures being adopted now. Historically production was structured around the assembly line. Some workers always built chassis, which were then sent down the assembly line to other workers, who did such jobs as putting axles and engines onto those chassis. Currently, many automakers are adopting the work-group or team concept in which a group of workers is responsible for more than just one portion of the car. At the time the auto industry began, no one thought about using a group approach to building cars, given that it was not consistent with the existing values about manufacturing.
An organizational structure is the body of policies and rules that allows an organization to arrange its chain of command and communication while allocating rights and responsibilities, according to the Business Dictionary. Several factors should be considered in determining an appropriate organizational structure.
Size and Organizational Structure
The bigger the organization, the more complex its structure. If the company is small, such as a three-person tax company, the design is generally simple. A small company does not have to undergo a formal structure; it can operate solely on the desires of the principals and the needs of the company. Policies and guidelines may be present only to provide the boundaries in which employees make decisions.