netrashetty
Netra Shetty
Red River Broadcasting is a television and radio broadcasting company based in Fargo, North Dakota, which operates a network of Fox affiliates in eastern North Dakota and northwestern Minnesota. The company also owns TV and radio stations in South Dakota and Minnesota. The radio division is known as Red Rock Radio.
Red River Broadcasting is currently owned by Myron Kunin of Minneapolis, Minnesota (85%), who founded Regis Corporation, and Romeo "Ro" Grignon of Ponsford, Minnesota (15%).[1][2]
CEO
Reno Rolle
Chairman of the Board
Robert Levy
Director
John Whitesell
CFO
Lorraine Evanoff
Studio Store Direct
RR
Productions
JK
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.
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.
The distinction between episodic change and continuous change largely depends on perspectives. If one looks at it from a distance or macro level, the events appear to be repetitive, routine and inertia with sporadic episodes of revolutionary change. If one examines it closer or at micro level, every organization undergoes continuous adaptation and change. The adjustments may be small but their frequency could affect structure and strategy of the organization.
These small but frequent adjustments are regarded by some as organizational revolution. Others treat these ongoing little changes as additional form of same transformation and should be considered as one. The convergence of these changes could contribute to a deeper interdependence. Convergence, however, could be interrupted by a period of divergence which could result in a radical organizational revolution, deep change or great transformation.
Red River Broadcasting is currently owned by Myron Kunin of Minneapolis, Minnesota (85%), who founded Regis Corporation, and Romeo "Ro" Grignon of Ponsford, Minnesota (15%).[1][2]
CEO
Reno Rolle
Chairman of the Board
Robert Levy
Director
John Whitesell
CFO
Lorraine Evanoff
Studio Store Direct
RR
Productions
JK
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.
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.
The distinction between episodic change and continuous change largely depends on perspectives. If one looks at it from a distance or macro level, the events appear to be repetitive, routine and inertia with sporadic episodes of revolutionary change. If one examines it closer or at micro level, every organization undergoes continuous adaptation and change. The adjustments may be small but their frequency could affect structure and strategy of the organization.
These small but frequent adjustments are regarded by some as organizational revolution. Others treat these ongoing little changes as additional form of same transformation and should be considered as one. The convergence of these changes could contribute to a deeper interdependence. Convergence, however, could be interrupted by a period of divergence which could result in a radical organizational revolution, deep change or great transformation.