netrashetty
Netra Shetty
Organisational Structure of Mercury Marine : Mercury Marine, founded in 1939, is a division of Brunswick of Lake Forest, Illinois, in the United States. Mercury provides engines for private, commercial and government sales. Mercury even has its own line of racing engines with less fuel efficiency and more focus at power and speed. The company's primary business is outboard motors. Mercury Outboards, 30 Hp and less, are made by Tohatsu in Japan. Mercury also manufactures some larger size engines in China. Mercury also manufactures engines over 100 hp in their Fond du Lac hub
CEO
Mark Aslett
Chairman of the Board
Vincent Vitto
Director
Lee Steele
Director
George Chamillard
Director
Richard Wishner
Director
Albert Belle Isle
Director
George Muellner
Director
William O'Brien
CFO
Robert Hult
Development
GH
Advanced Computing Solutions
DT
Federal Government Business
TR
Human Resources
CS
Engineering for Advanced Com...
LW
Legal & Secretary
AVA
Visage Imaging
ML
Product Operations for Advan...
Stephen Anderson
Accounting & Control
CS
Thus, it is these structural processes that are implied by the term global structure. Mechanisms All large organizations need some structures that coordinate and integrate to some degree. However, the global strategy relies on these structures for implementation There are three major aspects to this kind of structure. The first is the locus of strategic responsibility. Second, the way the structure separates reporting relationships and dictates how the firm is divided. This aspect of structure may be called structuring. The final aspect is the kinds of coordination and integration systems-these may be called processes.
Locus of strategic responsibility: A crucial aspect of organization structure is the extent to which decision- making autonomy is delegated from corporate headquarters to parts of the business. In the global firm there is a strategic imperative to centralize important strategic decisions. For example, decisions on product range, research and development, branding, and human resource management tend to be made at corporate rather than subsidiary level. Even customer service, which is the function most likely to be located closer to the customer, may have its major policies and standards set at corporate level. Structuring: A characteristic of the global structure is that it is relatively blind to geographic distance and instead focuses on one or more other strategic dimensions-like products or markets-that it considers more important (than geography) to its success at implementing a global strategy.
Thus a global structure commonly has a major top-level division into product categories (generally called a global product structure), markets (global market structure), or some matrix (global matrix structure). As an example of a global product structure, Procter & Gamble (P&G) has three global product divisions, namely Global Beauty, Global Household Care, and Global Health & Well-being. However, the distinction between product and market structures is likely to be blurred-for example, Boeing's business units seem like different product divisions (commercial airplanes, integrated defense systems, and Boeing capital corporation), but in effect all three have the aim of marketing various aircraft and aerospace products and services to different market groups-in this case commercial airlines, governments, and financial intermediaries.
CEO
Mark Aslett
Chairman of the Board
Vincent Vitto
Director
Lee Steele
Director
George Chamillard
Director
Richard Wishner
Director
Albert Belle Isle
Director
George Muellner
Director
William O'Brien
CFO
Robert Hult
Development
GH
Advanced Computing Solutions
DT
Federal Government Business
TR
Human Resources
CS
Engineering for Advanced Com...
LW
Legal & Secretary
AVA
Visage Imaging
ML
Product Operations for Advan...
Stephen Anderson
Accounting & Control
CS
Thus, it is these structural processes that are implied by the term global structure. Mechanisms All large organizations need some structures that coordinate and integrate to some degree. However, the global strategy relies on these structures for implementation There are three major aspects to this kind of structure. The first is the locus of strategic responsibility. Second, the way the structure separates reporting relationships and dictates how the firm is divided. This aspect of structure may be called structuring. The final aspect is the kinds of coordination and integration systems-these may be called processes.
Locus of strategic responsibility: A crucial aspect of organization structure is the extent to which decision- making autonomy is delegated from corporate headquarters to parts of the business. In the global firm there is a strategic imperative to centralize important strategic decisions. For example, decisions on product range, research and development, branding, and human resource management tend to be made at corporate rather than subsidiary level. Even customer service, which is the function most likely to be located closer to the customer, may have its major policies and standards set at corporate level. Structuring: A characteristic of the global structure is that it is relatively blind to geographic distance and instead focuses on one or more other strategic dimensions-like products or markets-that it considers more important (than geography) to its success at implementing a global strategy.
Thus a global structure commonly has a major top-level division into product categories (generally called a global product structure), markets (global market structure), or some matrix (global matrix structure). As an example of a global product structure, Procter & Gamble (P&G) has three global product divisions, namely Global Beauty, Global Household Care, and Global Health & Well-being. However, the distinction between product and market structures is likely to be blurred-for example, Boeing's business units seem like different product divisions (commercial airplanes, integrated defense systems, and Boeing capital corporation), but in effect all three have the aim of marketing various aircraft and aerospace products and services to different market groups-in this case commercial airlines, governments, and financial intermediaries.
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