netrashetty
Netra Shetty
Organisational Structure of Polaroid Corporation : Polaroid Corporation is an international consumer electronics and eyewear company, originally founded in 1937 by Edwin H. Land. It is most famous for its instant film cameras, which reached the market in 1948, and continued to be the company's flagship product line until the February 2008 decision to cease all production in favor of digital photography products.[1] The company's original dominant market was in polarized sunglasses, an outgrowth of Land's self-guided research in polarization after leaving Harvard University after his freshman year—he later returned to Harvard to continue his research.
After Polaroid defeated Kodak in a patent battle, Kodak left the instant camera business on January 9, 1986.
Polaroid developed an instant movie system, Polavision, based on the Dufaycolor process. The product arrived on the market when videotape based systems were rapidly gaining popularity. As a result, Polavision was unsuccessful and most of the manufactured product was sold off as a job lot at immense cost to the company. Its underlying technology was later improved for use in the Polachrome instant slide film system.
The company also was one of the early manufacturers of digital cameras, with the PDC-2000 in 1996;[2] however, they failed to capture a large market share in that segment.
CEO
Scott Wine
Chairman of the Board
Gregory Palen
Director
William Van Dyke
Director
John Wiehoff
Director
Robert Caulk
Director
John Menard
Director
R. Schreck
Director
Bernd Kessler
Director
Annette Clayton
CFO
Michael Malone
COO
Bennett Morgan
Snowmobile, Parts, Garments ...
SS
Development
TB
CTO
DL
Legal & Secretary
SB
New Market Development
Michael Dougherty
Human Resources
JC
Off-Road Vehicle
MH
Sales & Marketing
MJ
While it is true that most organisations share common attributes as well as differ in terms of its specific and general dimensions, these similarities and differences serve as distinct features contributing to the corporate success and revenue development. Organisational structure and the controls as part of it are contributory elements of its performance (Rapert and Wren, 1998). Understanding organisational structure includes the size of organization, its life cycle stage, environmental factors, technology, power and culture and extends to the proper formulation and execution of strategy. The evaluation of effectiveness is also incorporated on the actual framework of the business as well as its operations. On this case, five (5) identified organisations were analysed based on organization theory by specifically looking on effectiveness and environment extending to size, structure, strategy, growth, technology and culture. It also identifies similarities and differences and potential explanation on such findings.
After Polaroid defeated Kodak in a patent battle, Kodak left the instant camera business on January 9, 1986.
Polaroid developed an instant movie system, Polavision, based on the Dufaycolor process. The product arrived on the market when videotape based systems were rapidly gaining popularity. As a result, Polavision was unsuccessful and most of the manufactured product was sold off as a job lot at immense cost to the company. Its underlying technology was later improved for use in the Polachrome instant slide film system.
The company also was one of the early manufacturers of digital cameras, with the PDC-2000 in 1996;[2] however, they failed to capture a large market share in that segment.
CEO
Scott Wine
Chairman of the Board
Gregory Palen
Director
William Van Dyke
Director
John Wiehoff
Director
Robert Caulk
Director
John Menard
Director
R. Schreck
Director
Bernd Kessler
Director
Annette Clayton
CFO
Michael Malone
COO
Bennett Morgan
Snowmobile, Parts, Garments ...
SS
Development
TB
CTO
DL
Legal & Secretary
SB
New Market Development
Michael Dougherty
Human Resources
JC
Off-Road Vehicle
MH
Sales & Marketing
MJ
While it is true that most organisations share common attributes as well as differ in terms of its specific and general dimensions, these similarities and differences serve as distinct features contributing to the corporate success and revenue development. Organisational structure and the controls as part of it are contributory elements of its performance (Rapert and Wren, 1998). Understanding organisational structure includes the size of organization, its life cycle stage, environmental factors, technology, power and culture and extends to the proper formulation and execution of strategy. The evaluation of effectiveness is also incorporated on the actual framework of the business as well as its operations. On this case, five (5) identified organisations were analysed based on organization theory by specifically looking on effectiveness and environment extending to size, structure, strategy, growth, technology and culture. It also identifies similarities and differences and potential explanation on such findings.
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