netrashetty
Netra Shetty
Organisational Structure of LeapFrog Enterprises : LeapFrog Enterprises Inc NYSE: LF is an educational toy company based in Emeryville, California. LeapFrog designs, develops and markets technology-based learning products and related content for the education of infant through grade school children at home and in schools internationally.
CEO
William Chiasson
Chairman of the Board
Jeffrey Katz
Vice Chairman of the Board
Thomas Kalinske
Director
Caden Wang
Director
David Nagel
Director
Stanton McKee
Director
Stanley Maron
Director
Paul Marinelli
Director
Philip Simon
CFO
Mark Etnyre
COO
Michael Dodd
Product Development & Engine...
MC
Sales & Marketing
William Campbell
LeapFrog School
ML
Marketing
JG
Product
CH
Legal
Peter Wong
Human Resources
SS
Investor Relations
KS
Accounting
SM
The development and manufacturing of these diabetes drugs are rather low in its task variability. Task variability, in its simplest sense, is the frequency of unexpected situations that an individual encounters while performing a particular task. In the case of the development and research in the said area, pharmaceutical companies tend to encounter considerably protracted periods before seeing some form of progress in their products. This means that in the development part alone, the variability of the task is low already. With reference to its manufacturing, the process is considerably routinely in nature which generally involves packaging and distribution of the merchandise. The quality of low task variability on the part of the pharmaceutical companies shows that the operations of these organisations are considerably easy to manage.
A firm's organisational structure is the result of many things - history, strategy, value chain, product line, competition etc to name but a few.
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
William Chiasson
Chairman of the Board
Jeffrey Katz
Vice Chairman of the Board
Thomas Kalinske
Director
Caden Wang
Director
David Nagel
Director
Stanton McKee
Director
Stanley Maron
Director
Paul Marinelli
Director
Philip Simon
CFO
Mark Etnyre
COO
Michael Dodd
Product Development & Engine...
MC
Sales & Marketing
William Campbell
LeapFrog School
ML
Marketing
JG
Product
CH
Legal
Peter Wong
Human Resources
SS
Investor Relations
KS
Accounting
SM
The development and manufacturing of these diabetes drugs are rather low in its task variability. Task variability, in its simplest sense, is the frequency of unexpected situations that an individual encounters while performing a particular task. In the case of the development and research in the said area, pharmaceutical companies tend to encounter considerably protracted periods before seeing some form of progress in their products. This means that in the development part alone, the variability of the task is low already. With reference to its manufacturing, the process is considerably routinely in nature which generally involves packaging and distribution of the merchandise. The quality of low task variability on the part of the pharmaceutical companies shows that the operations of these organisations are considerably easy to manage.
A firm's organisational structure is the result of many things - history, strategy, value chain, product line, competition etc to name but a few.
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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