netrashetty
Netra Shetty
Marantz is a company that develops and sells upper-mid range to high-end audio products.[1]
The first Marantz audio product was designed and built by Saul B. Marantz in his home in Kew Gardens, New York.[2] The company had a major influence in the development of high fidelity audio systems, and reached the high point of their success in the mid to late 1970s.
During the 1980s, while owned by Philips,[3][4] a pioneer in compact disc technology, Marantz built some very well-received CD players, but other products in the line were not as successful as in the past. As of the early 1990s, Marantz has focused on higher end components. In 2001, Marantz Japan acquired the brand from Philips and owned all overseas sales subsidiaries.
President
Margrit Eyraud
Director
Ani Kevorkian
Secretary
AZ
Communication
NK
Interim CFO
VC
Sales
AP
Product organizational structures do not have standardization of jobs and operations. This framework is most typical in tiny companies and is best utilized to solve basic operations. The framework is completely centralized. The strategic manager does all major decisions and all interaction is accomplished by personal talks. It is specifically helpful for fresh business entities as it allows the founder to manage progress and success (Nadler, 1997).
Henceforth, in order to successfully graft product organizational structures onto a company's performance system, a strong, efficient performance core must already exist. No organization with a weak organizational structure will ever make product organizational structures work effectively and will only result in frustration and wasted money and that before the company undertakes a change initiative they should first take an honest look at their state of readiness. Most workers have a hard time dealing with product organizational structures, especially the incessant and unpredictable kind that experienced. A core competency for product organizational structures is their capabilities not just to tolerate change, but to actually generate and proactively manage it. If managers lack the skill, it will be difficult for product organizational structures to filter effectively throughout the organization. Thus, there are organizations that are implementing Product organizational structures successfully and reaping spectacular benefits as a result which made an integral part of that business' operations and the company's core business performance system
The first Marantz audio product was designed and built by Saul B. Marantz in his home in Kew Gardens, New York.[2] The company had a major influence in the development of high fidelity audio systems, and reached the high point of their success in the mid to late 1970s.
During the 1980s, while owned by Philips,[3][4] a pioneer in compact disc technology, Marantz built some very well-received CD players, but other products in the line were not as successful as in the past. As of the early 1990s, Marantz has focused on higher end components. In 2001, Marantz Japan acquired the brand from Philips and owned all overseas sales subsidiaries.
President
Margrit Eyraud
Director
Ani Kevorkian
Secretary
AZ
Communication
NK
Interim CFO
VC
Sales
AP
Product organizational structures do not have standardization of jobs and operations. This framework is most typical in tiny companies and is best utilized to solve basic operations. The framework is completely centralized. The strategic manager does all major decisions and all interaction is accomplished by personal talks. It is specifically helpful for fresh business entities as it allows the founder to manage progress and success (Nadler, 1997).
Henceforth, in order to successfully graft product organizational structures onto a company's performance system, a strong, efficient performance core must already exist. No organization with a weak organizational structure will ever make product organizational structures work effectively and will only result in frustration and wasted money and that before the company undertakes a change initiative they should first take an honest look at their state of readiness. Most workers have a hard time dealing with product organizational structures, especially the incessant and unpredictable kind that experienced. A core competency for product organizational structures is their capabilities not just to tolerate change, but to actually generate and proactively manage it. If managers lack the skill, it will be difficult for product organizational structures to filter effectively throughout the organization. Thus, there are organizations that are implementing Product organizational structures successfully and reaping spectacular benefits as a result which made an integral part of that business' operations and the company's core business performance system
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