Organisational Structure of Red Hat

[netrashetty]

<h2>Organisational Structure of Red Hat</h2>

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Red Hat, Inc. (NYSE: RHT) is an S&P 500 company in the free and open source software sector, and a major Linux distribution vendor. Founded in 1993, Red Hat has its corporate headquarters in Raleigh, North Carolina with satellite offices worldwide.

Red Hat has become associated to a large extent with its enterprise operating system Red Hat Enterprise Linux and with the acquisition of open-source enterprise middleware vendor JBoss. Red Hat provides operating-system platforms along with middleware, applications, and management products, as well as support, training, and consulting services.

Red Hat creates, maintains, and contributes to many free software projects and has also acquired several proprietary software packages and released their source code. As of February 2009, Red Hat was the largest corporate contributor to the Linux kernel.

CEO

James Whitehurst

Director

William Kaiser

Director

Marye Fox
Director

Micheline Chau
Director

Donald Livingstone

Director

Jeff Clarke

Director

Narendra Gupta

Lead Director

Henry Shelton

CFO

Charles Peters
CIO

LC

CTO

Brian Stevens

Legal

Michael Cunningham

Sales, Services, Field Marke...

AP
Products & Technologies

PC
People & Brand

DA
Operations & Transformation

NVW

The size of an organization is another aspect for structural decision-making. Small organizations tend to have flat, simple, structures. They cannot afford to duplicate functions, so a functional structure will be most efficient. As an organization grows, it will have the resources to specialize its products and services by market or industry. This usually happens when an organizations volume increases to a point where they hit the break-even point. The size of an organization does not change the design process, only the number of iterations in the process. For example, a one hundred person firm may only have one level of design. The resulting units will not be large enough to be structured more than one level further.

Every organization experiences the pulls that underlie their structure: pulls to centralize by top management, pulls to formalize by the technostructure, pulls to professionalize by the operators, pulls to collaborate by the support staff, and pulls to divide by the middle line managers. Since organizations tend to configure around the pull that dominates, structures can serve as a tool for diagnosing the problems of organizational design.


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.

 

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According to Lars Hermann, GM of Containers at Red Hat, this is a longstanding trend that has finally gained traction.
“Our customers have been building kind of minimal-footprint Linux variants out of REL forever,” he said. “If you have less footprint, you have less attack surface and less dependence.”
Originally, this wasn’t a service that was easily turned into a product. “Now, in the container space, it becomes a lot more natural to productize and optimize container hosts because you have that line of separation; the container host kind of ends at the ability to run a container,” Hermann said. “And that is new, so therefore we can work against this line.”