netrashetty
Netra Shetty
Organisational Structure of PACCAR : PACCAR Inc NASDAQ: PCAR is the third largest manufacturer of heavy-duty trucks in the world (after Daimler AG and Volvo), and has substantial manufacture in light and medium vehicles through its various subsidiaries
CEO
Mark Pigott
Director
Robert Parry
Director
Alison Carnwath
Director
Charles Williamson
Director
Gregory Spierkel
Director
Stephen Page
Director
William Reed
Director
Warren Staley
Director
John Pigott
Director
John Fluke
Director
Kirk Hachigian
Engineering
PF
President
Ronald Armstrong
Senior Vice President
DS
Senior Vice President
Robert Christensen
CFO
Thomas Plimpton
Vice President
AG
CIO
Thomas Quinn
Legal
David Anderson
Regardless of where they may be located, all humans have culture. This means that at least on one level, all humans are basically the same not necessarily equal but similar in that they all create and use culture for the same basic purpose. At the same time that culture can be used to characterize humans as a group distinct from other animals, it is also used to differentiate between groups of humans. Because culture represents the primary means by which people live and adjust to the problems and conditions of their environments, it also represents the end result of choices made by them from among all the alternatives that are available to solve their problems, given the particular circumstances in which they find, or create for, themselves. In the context of adapting to particular environments, culture is inextricably tied to change. Within all cultures there must be some provision for coping with new conditions or problems that arise in the natural and socio cultural environments, both of which are always in a state of flux. The ability to change is an essential process if a culture and the people who share it are to survive. Human groups unable to meet the challenges of new circumstances are not likely to survive, nor will their cultures (Darder, 1995). Change has always been an aspect of human culture, but now it means very different things than it did in the past: in the kinds of changes experienced, the circumstances by which change is made necessary, and its scale. In the earlier periods of human history change was not always as apparent as it may be today. But as culture developed, and as humans increasingly affected the physical and socio cultural environments through their activities and accomplishments, change became much more extensive and occurred with greater frequency (Davis et al., 2004). Human culture is deemed as unitary amongst countries and certain individuals. The paper wants to know if the extent that people can assume that cultures are unified and homogenous simply because they coexist within politically determined national boundaries. The paper will also determine what implications this has for the use of national cultural frameworks to understand organizational behavior.
CEO
Mark Pigott
Director
Robert Parry
Director
Alison Carnwath
Director
Charles Williamson
Director
Gregory Spierkel
Director
Stephen Page
Director
William Reed
Director
Warren Staley
Director
John Pigott
Director
John Fluke
Director
Kirk Hachigian
Engineering
PF
President
Ronald Armstrong
Senior Vice President
DS
Senior Vice President
Robert Christensen
CFO
Thomas Plimpton
Vice President
AG
CIO
Thomas Quinn
Legal
David Anderson
Regardless of where they may be located, all humans have culture. This means that at least on one level, all humans are basically the same not necessarily equal but similar in that they all create and use culture for the same basic purpose. At the same time that culture can be used to characterize humans as a group distinct from other animals, it is also used to differentiate between groups of humans. Because culture represents the primary means by which people live and adjust to the problems and conditions of their environments, it also represents the end result of choices made by them from among all the alternatives that are available to solve their problems, given the particular circumstances in which they find, or create for, themselves. In the context of adapting to particular environments, culture is inextricably tied to change. Within all cultures there must be some provision for coping with new conditions or problems that arise in the natural and socio cultural environments, both of which are always in a state of flux. The ability to change is an essential process if a culture and the people who share it are to survive. Human groups unable to meet the challenges of new circumstances are not likely to survive, nor will their cultures (Darder, 1995). Change has always been an aspect of human culture, but now it means very different things than it did in the past: in the kinds of changes experienced, the circumstances by which change is made necessary, and its scale. In the earlier periods of human history change was not always as apparent as it may be today. But as culture developed, and as humans increasingly affected the physical and socio cultural environments through their activities and accomplishments, change became much more extensive and occurred with greater frequency (Davis et al., 2004). Human culture is deemed as unitary amongst countries and certain individuals. The paper wants to know if the extent that people can assume that cultures are unified and homogenous simply because they coexist within politically determined national boundaries. The paper will also determine what implications this has for the use of national cultural frameworks to understand organizational behavior.
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