netrashetty
Netra Shetty
Organisational Structure of Qualcomm : Qualcomm (NASDAQ: QCOM) is an American wireless telecommunications research and development company, as well as the largest fabless chip supplier in the world, based in San Diego, California.
CEO
Paul Jacobs
Director
Donald Cruickshank
Director
Barbara Alexander
Director
Sherry Lansing
Director
Stephen Bennett
Director
Raymond Dittamore
Director
Marc Stern
Director
Thomas Horton
Director
Robert Kahn
Director
Duane Nelles
Director
Brent Scowcroft
Director
Irwin Jacobs
CFO
William Keitel
CDMA Technologies
James Lederer
QIS & Europe
Andrew Gilbert
CDMA Technologies
Steven Mollenkopf
Technology Licensing
Derek Aberle
Americas
Margaret Johnson
Engineering
Roberto Padovani
Legal
Donald Rosenberg
Human Resources
Daniel Sullivan
Asia Pacific & MEA
Jing Wang
Enterprise Services
Richard Sulpizio
President
Steven Altman
Government Technologies
Kimberly Koro
Wireless Solutions
Joan Waltman
Marketing & Investor Relatio...
William Davidson
QCT
Enrico Salvatori
Government Affairs
William Bold
FLO TV & MediaFLO Technologi...
Bill Stone
Internet & Innovation
Rob Chandhok
Firethorn
Rocco Fabiano
CIO
Norm Fjeldheim
FLO Technologies
Neville Meijers
MEMS Technologies
John Batey
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.
In the new environment managers are seeking solutions for today and
the future of their organizations. The learning organization offers hope
for the future as they seek to change key dimensions of their firms in a
chaotic environment.
A comparison of both approaches followed by an example will further
illustrate the purpose of this article.
Traditionally, the most common organizational structure is controlled
through the vertical hierarchy. Decision making comes from top
management and works its way down through the organization.
According to Daft, "This structure can be quite effective. It promotes
efficient production and in-depth skill development, and the hierarchy of
authority provides a sensible mechanism for supervision and control in
large organizations, (29-30). Although this structure may promote
efficiency, in a rapidly changing environment, this type of structure may
become overloaded. Because decisions rest solely with management,
they are not able to respond to changes in the market quickly enough to
succeed.
In the learning organization, structure is more horizontal, and tasks are
created around processes rather than departmental functions.
Furthermore, the hierarchy is considerably flattened, with only a few top
managers in finance and HR functions. Daft says, "Self-directed teams
are the fundamental work unit in the learning organization. Boundaries
between functions are practically eliminated because teams include
members from several functional areas, (30). In a rapidly changing
environment, the structure of a learning organization allows firms to
quickly change and adapt to new market demands.
In traditional organizations, strategy is formulated by top managers of
the firm, which every worker is expected to abide by. Executives use
strategy to guide their organizations through efficiency and
performance. Workers have little or no say in the direction and strategy
of the firm.
More often than not, when a customer enters a small business establishment, he can readily pick out the harried owner from a multitude of workers and by-standers.
Stereotypically, in a mature firm, the owner is the well dressed gentleman or finely groomed lady giving orders and commanding respect. While a firm just in the infancy stages of development (ranging from a restaurant, salon, retail store to operations providing services, and even those producing or assembling products); the owner may be the harried worker doing the job least preferred by his hired hands. Or, she is the one taking orders from everyone else.
CEO
Paul Jacobs
Director
Donald Cruickshank
Director
Barbara Alexander
Director
Sherry Lansing
Director
Stephen Bennett
Director
Raymond Dittamore
Director
Marc Stern
Director
Thomas Horton
Director
Robert Kahn
Director
Duane Nelles
Director
Brent Scowcroft
Director
Irwin Jacobs
CFO
William Keitel
CDMA Technologies
James Lederer
QIS & Europe
Andrew Gilbert
CDMA Technologies
Steven Mollenkopf
Technology Licensing
Derek Aberle
Americas
Margaret Johnson
Engineering
Roberto Padovani
Legal
Donald Rosenberg
Human Resources
Daniel Sullivan
Asia Pacific & MEA
Jing Wang
Enterprise Services
Richard Sulpizio
President
Steven Altman
Government Technologies
Kimberly Koro
Wireless Solutions
Joan Waltman
Marketing & Investor Relatio...
William Davidson
QCT
Enrico Salvatori
Government Affairs
William Bold
FLO TV & MediaFLO Technologi...
Bill Stone
Internet & Innovation
Rob Chandhok
Firethorn
Rocco Fabiano
CIO
Norm Fjeldheim
FLO Technologies
Neville Meijers
MEMS Technologies
John Batey
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.
In the new environment managers are seeking solutions for today and
the future of their organizations. The learning organization offers hope
for the future as they seek to change key dimensions of their firms in a
chaotic environment.
A comparison of both approaches followed by an example will further
illustrate the purpose of this article.
Traditionally, the most common organizational structure is controlled
through the vertical hierarchy. Decision making comes from top
management and works its way down through the organization.
According to Daft, "This structure can be quite effective. It promotes
efficient production and in-depth skill development, and the hierarchy of
authority provides a sensible mechanism for supervision and control in
large organizations, (29-30). Although this structure may promote
efficiency, in a rapidly changing environment, this type of structure may
become overloaded. Because decisions rest solely with management,
they are not able to respond to changes in the market quickly enough to
succeed.
In the learning organization, structure is more horizontal, and tasks are
created around processes rather than departmental functions.
Furthermore, the hierarchy is considerably flattened, with only a few top
managers in finance and HR functions. Daft says, "Self-directed teams
are the fundamental work unit in the learning organization. Boundaries
between functions are practically eliminated because teams include
members from several functional areas, (30). In a rapidly changing
environment, the structure of a learning organization allows firms to
quickly change and adapt to new market demands.
In traditional organizations, strategy is formulated by top managers of
the firm, which every worker is expected to abide by. Executives use
strategy to guide their organizations through efficiency and
performance. Workers have little or no say in the direction and strategy
of the firm.
More often than not, when a customer enters a small business establishment, he can readily pick out the harried owner from a multitude of workers and by-standers.
Stereotypically, in a mature firm, the owner is the well dressed gentleman or finely groomed lady giving orders and commanding respect. While a firm just in the infancy stages of development (ranging from a restaurant, salon, retail store to operations providing services, and even those producing or assembling products); the owner may be the harried worker doing the job least preferred by his hired hands. Or, she is the one taking orders from everyone else.
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