netrashetty
Netra Shetty
MTX Audio is a consumer audio company that manufactures sound equipment for many applications, including car audio, home audio, marine audio and live sound products. They are best known for their car audio products and they specialize in subwoofers and subwoofer amplifiers. MTX Audio is a brand name owned by the Mitek Corporation. MTX Audio, as well as Kicker and JL Audio, is known as one of the pioneers of the car audio industry. MTX Audio's parent company, Mitek Corporation, patented the square speaker design, which has more surface area for its nominal diameter as it is not measured diagonally. The patent was filed and published in 2007.[1] The MTX Jackhammer 24 is a 24 inch square subwoofer and one of, if not the largest available on the consumer market.
Interim CEO
Chris Errington
Chairman of the Board
Eric Sepkes
Director
Ken Archer
Director
Max Royde
Interim CFO & Secretary
RG
Storage
Chris Young
Asia Pacific
TO
EMEA & Canada
David Bailey
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.
The global matrix structure attempts to organize activities by two (or more) managerial dimensions-like product, geography, and/or market. For example H. J. Heinz has simultaneously geographic divisions in North America, Europe, Australia/New Zealand, and emerging markets (selected countries in Asia and eastern Europe); several product categories, namely ketchup/condiments/sauces, meals and snacks (including frozen foods), soups/beans and pasta, and infant feeding; and separate operations for retail and food service channels. In a global structure these various departmental and business divisions may have necessary aspects of local focus, but essentially they work together for implementing the firm's global strategy.
Interim CEO
Chris Errington
Chairman of the Board
Eric Sepkes
Director
Ken Archer
Director
Max Royde
Interim CFO & Secretary
RG
Storage
Chris Young
Asia Pacific
TO
EMEA & Canada
David Bailey
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.
The global matrix structure attempts to organize activities by two (or more) managerial dimensions-like product, geography, and/or market. For example H. J. Heinz has simultaneously geographic divisions in North America, Europe, Australia/New Zealand, and emerging markets (selected countries in Asia and eastern Europe); several product categories, namely ketchup/condiments/sauces, meals and snacks (including frozen foods), soups/beans and pasta, and infant feeding; and separate operations for retail and food service channels. In a global structure these various departmental and business divisions may have necessary aspects of local focus, but essentially they work together for implementing the firm's global strategy.
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