netrashetty
Netra Shetty
RCA Corporation, founded as the Radio Corporation of America, was an electronics company in existence from 1919 to 1986. Currently, the RCA trademark is owned by the French conglomerate Technicolor SA through RCA Trademark Management S.A., a company owned by Technicolor. The trademark is used by Sony Music Entertainment and Technicolor, which licenses the name to other companies like Audiovox and TCL Corporation for products descended from that common ancestor
CEO
Jim Holanda
Chairman of the Board
Steven Simmons
Sidera Networks
MS
New York City
PR
Control
LS
Programming & External Affai...
Richard Ramlall
Function
The functional structure is organized around major activity groups. It provides advantages in knowledge sharing, specialization, leverage with vendors, economics of scale, and standardization. This structure is most effective for managing a single product or service line and can create barriers between different functional areas. Each area tends to develop a unique perspective that can make collaboration difficult. Functional organizations operate most effectively in small companies, businesses with little diversity in product, or markets that don't compete based on speed. Common criteria: single line of business, small, core capability requires depth of expertise in one or more functional areas, product diversity or fast product development cycles not critical, common standards important.
Geographic
A geographic structure is organized around physical locations. It provides the advantage of local focus because power is given to the regional manager but slows down response time when a global solution is needed. Common criteria: high cost to transport, service delivery on-site, proximity to customer for delivery or support, local perception.
Product
The product structure is organized around product divisions. It can evolve from a functional structure when a company diversifies and each line is large enough to support its own production. This structure has the advantage of a product development cycle, product excellence, and a broad operating freedom. Its challenges lie in divergence issues, duplication, lost economies of scale, and multiple customer points of contact. Common criteria: product features or being first to market is important, multiple products are produced for separate market segments, short product development time is an advantage; products have short life cycles, the organization is large enough to achieve the minimum efficient scale required to duplicate functions.
Customer
The customer structure is organized around major market segments. It provides customization, relationships, and total solutions. Difficulties arise in divergence, duplication, and scale. Common criteria: important market segments where buyers have strength, customer knowledge provides an advantage, rapid customer service and product cycle times are required, the organization is large enough to achieve the minimum efficient scale required to duplicate functions.
Front-Back Hybrid
The front-back hybrid structure contains elements from the product and customer structures. It allows for product excellence at the back end while increasing customer satisfaction at the front end. This structure is best for large organizations that have multiple product lines and segments, serve global customers, need to maximize both customer and product excellence, and have managers capable of managing complexity. The front-back hybrid has several advantages, such as a single point of interface for customers, cross-selling, value-added systems and solutions, product focus, and multiple distribution channels. The complexity of the design can overwhelm an organization.
CEO
Jim Holanda
Chairman of the Board
Steven Simmons
Sidera Networks
MS
New York City
PR
Control
LS
Programming & External Affai...
Richard Ramlall
Function
The functional structure is organized around major activity groups. It provides advantages in knowledge sharing, specialization, leverage with vendors, economics of scale, and standardization. This structure is most effective for managing a single product or service line and can create barriers between different functional areas. Each area tends to develop a unique perspective that can make collaboration difficult. Functional organizations operate most effectively in small companies, businesses with little diversity in product, or markets that don't compete based on speed. Common criteria: single line of business, small, core capability requires depth of expertise in one or more functional areas, product diversity or fast product development cycles not critical, common standards important.
Geographic
A geographic structure is organized around physical locations. It provides the advantage of local focus because power is given to the regional manager but slows down response time when a global solution is needed. Common criteria: high cost to transport, service delivery on-site, proximity to customer for delivery or support, local perception.
Product
The product structure is organized around product divisions. It can evolve from a functional structure when a company diversifies and each line is large enough to support its own production. This structure has the advantage of a product development cycle, product excellence, and a broad operating freedom. Its challenges lie in divergence issues, duplication, lost economies of scale, and multiple customer points of contact. Common criteria: product features or being first to market is important, multiple products are produced for separate market segments, short product development time is an advantage; products have short life cycles, the organization is large enough to achieve the minimum efficient scale required to duplicate functions.
Customer
The customer structure is organized around major market segments. It provides customization, relationships, and total solutions. Difficulties arise in divergence, duplication, and scale. Common criteria: important market segments where buyers have strength, customer knowledge provides an advantage, rapid customer service and product cycle times are required, the organization is large enough to achieve the minimum efficient scale required to duplicate functions.
Front-Back Hybrid
The front-back hybrid structure contains elements from the product and customer structures. It allows for product excellence at the back end while increasing customer satisfaction at the front end. This structure is best for large organizations that have multiple product lines and segments, serve global customers, need to maximize both customer and product excellence, and have managers capable of managing complexity. The front-back hybrid has several advantages, such as a single point of interface for customers, cross-selling, value-added systems and solutions, product focus, and multiple distribution channels. The complexity of the design can overwhelm an organization.