netrashetty
Netra Shetty
Organisational Structure of Price Waterhouse Coopers : PwC (officially PricewaterhouseCoopers) is a global professional services firm headquartered in London, United Kingdom.[2] It is the world's second-largest professional services firm (after Deloitte) and one of the "Big Four" accountancy firms.[5]
It has offices in 757 cities across 154 countries and employs over 161,000 people.[4][6] It had total revenues of $26.6 billion in 2010, of which $13 billion was generated by its Assurance practice, $7 billion by its Tax practice and $6 billion by its Advisory practice.[4]
The firm was formed in 1998 by a merger between Price Waterhouse and Coopers & Lybrand.[1] The trading name was shortened to PwC in September 2010 as part of a major rebranding exercise.[7]
As of 2010 it was the seventh largest privately-owned organisation in the United States.
CEO
Didier Mouget
Advisory
JFK
Audit
PR
COO
Valerie Piastrelli
Human Capital
RA
Sales & Public
LH
Strategy & Finance
MS
Tax
WP
In a fast-paced business environment, many organizations recognize
the need for a strategy that allows their firms to prosper. However, failure
will eventually result when late nineteenth and early twentieth century
structures prevail in these organizations. In his book, Organization
Theory and Design, Richard Daft says, "This structure was quite
effective and became entrenched in the business world for most of the
twentieth century. However, this type of vertical structure is not always
effective, particularly in rapidly changing environments, (87). The
solution for an organization stuck in the past, in terms
of strategy, structure, and leadership, which desires to succeed in the
future, is to adopt the approach of the learning organization.
What sets learning organizations apart from traditional organizations is
that the former's essential value is problem solving, where the latter's is
designed for efficient performance. In his book, The Age of Unreason,
Charles Handy writes, "The learning organization can mean two things,
it can mean an organization which learns and/or an organization which
encourages learning in its people, (225). These firms thrive on asking
questions, testing theories, and changing paradigms. Likewise, Richard
Daft says, "The learning organization promotes communication and
collaboration so that everyone is engaged in identifying and solving
problems. The learning organization is based on equality, open
information, little hierarchy, and a culture that encourages adaptability
and participation, (28).
The environment for companies today is anything but stable. Managers
can no longer forecast with certainty the outcome of their organizations.
This has drawn attention to chaos theory, which suggests relationships
between complex systems, including organizations, are nonlinear and
are composed of many choices that create varying effects and render
the environment unpredictable.
It has offices in 757 cities across 154 countries and employs over 161,000 people.[4][6] It had total revenues of $26.6 billion in 2010, of which $13 billion was generated by its Assurance practice, $7 billion by its Tax practice and $6 billion by its Advisory practice.[4]
The firm was formed in 1998 by a merger between Price Waterhouse and Coopers & Lybrand.[1] The trading name was shortened to PwC in September 2010 as part of a major rebranding exercise.[7]
As of 2010 it was the seventh largest privately-owned organisation in the United States.
CEO
Didier Mouget
Advisory
JFK
Audit
PR
COO
Valerie Piastrelli
Human Capital
RA
Sales & Public
LH
Strategy & Finance
MS
Tax
WP
In a fast-paced business environment, many organizations recognize
the need for a strategy that allows their firms to prosper. However, failure
will eventually result when late nineteenth and early twentieth century
structures prevail in these organizations. In his book, Organization
Theory and Design, Richard Daft says, "This structure was quite
effective and became entrenched in the business world for most of the
twentieth century. However, this type of vertical structure is not always
effective, particularly in rapidly changing environments, (87). The
solution for an organization stuck in the past, in terms
of strategy, structure, and leadership, which desires to succeed in the
future, is to adopt the approach of the learning organization.
What sets learning organizations apart from traditional organizations is
that the former's essential value is problem solving, where the latter's is
designed for efficient performance. In his book, The Age of Unreason,
Charles Handy writes, "The learning organization can mean two things,
it can mean an organization which learns and/or an organization which
encourages learning in its people, (225). These firms thrive on asking
questions, testing theories, and changing paradigms. Likewise, Richard
Daft says, "The learning organization promotes communication and
collaboration so that everyone is engaged in identifying and solving
problems. The learning organization is based on equality, open
information, little hierarchy, and a culture that encourages adaptability
and participation, (28).
The environment for companies today is anything but stable. Managers
can no longer forecast with certainty the outcome of their organizations.
This has drawn attention to chaos theory, which suggests relationships
between complex systems, including organizations, are nonlinear and
are composed of many choices that create varying effects and render
the environment unpredictable.
Last edited by a moderator: