netrashetty
Netra Shetty
Rayovac (known as Ray-O-Vac until 1988) is a brand of batteries owned by Spectrum Brands of Madison, Wisconsin, United States.
CEO
Hideo Wakebe
Director
Tadashi Ohishi
Director
Junzo Nakamura
Executive Director
JN
President of a Subsidiary
SW
COO
Shiro Wakebe
Structure facilitates the creation and implementation of strategy and the overall coordination of the enterprise. Organizational structure determines the placement of power and authority. It embraces two relationships: who is responsible for what, and who reports to whom. Organizations can become more "structure influenced'" when they hit market maturity, there is a decline in competition, their industry is stabile, tasks are routine, or they operate in a politically charged environment. Movement away from a strong structural influence may be caused by industry upheavals, deregulation, economic decline, and legislation.
Businesses with structure-driven configurations buffer themselves from the need to change. In many ways they resemble a closed system and will use politics to capture key environmental resources. Organizations that can ignore the environment either reside in stable markets or have market power and resources to resist pressures to change. Uncertainty is reduced by pursuing routinization, standardization, and formalization. Performance in structure driven organizations is usually measured against internal standards like cost. Ironically, structure can also serve as a major factor in extreme open and flexible structures where rich organizations are well-adapted to their environment or operate in an unchanging setting.
Organizations with high structural influence may confine themselves to existing and predictable market niches. The choice of strategy is limited to adherence with specified power distributions, inviolate rules, and procedures with specific modes of interaction. Innovation and differentiation are rare, as norms of efficiency would be pursued. Managers within a structural influence are comfortable with existing functions and will have very little personal discretion. This uniformity reinforces the status quo.
There are five common ways to structure an organization: function, geography, product, customer, front-back hybrid.
CEO
Hideo Wakebe
Director
Tadashi Ohishi
Director
Junzo Nakamura
Executive Director
JN
President of a Subsidiary
SW
COO
Shiro Wakebe
Structure facilitates the creation and implementation of strategy and the overall coordination of the enterprise. Organizational structure determines the placement of power and authority. It embraces two relationships: who is responsible for what, and who reports to whom. Organizations can become more "structure influenced'" when they hit market maturity, there is a decline in competition, their industry is stabile, tasks are routine, or they operate in a politically charged environment. Movement away from a strong structural influence may be caused by industry upheavals, deregulation, economic decline, and legislation.
Businesses with structure-driven configurations buffer themselves from the need to change. In many ways they resemble a closed system and will use politics to capture key environmental resources. Organizations that can ignore the environment either reside in stable markets or have market power and resources to resist pressures to change. Uncertainty is reduced by pursuing routinization, standardization, and formalization. Performance in structure driven organizations is usually measured against internal standards like cost. Ironically, structure can also serve as a major factor in extreme open and flexible structures where rich organizations are well-adapted to their environment or operate in an unchanging setting.
Organizations with high structural influence may confine themselves to existing and predictable market niches. The choice of strategy is limited to adherence with specified power distributions, inviolate rules, and procedures with specific modes of interaction. Innovation and differentiation are rare, as norms of efficiency would be pursued. Managers within a structural influence are comfortable with existing functions and will have very little personal discretion. This uniformity reinforces the status quo.
There are five common ways to structure an organization: function, geography, product, customer, front-back hybrid.