netrashetty
Netra Shetty
Organisational Structure of Snap-on Tools : Snap-on (NYSE: SNA) is a leading U.S. designer, manufacturer and marketer of tools and equipment to professional tool users. It was founded in 1920. Snap-on is located in Kenosha, Wisconsin, and employs approximately 11,500 people worldwide. The company is currently worth 2.4 billion dollars (US) and is one of the companies on the S&P 500.
CEO
Nicholas Pinchuk
Director
John Fiedler
Director
Karen Daniel
Director
James Holden
Director
Nathan Jones
Director
Dudley Lehman
Director
Edward Rensi
Director
Richard Teerlink
Director
Bruce Chelberg
Director
Roxanne Decyk
Director
Arthur Kelly
Director
Gregg Sherrill
Rapid Continuous Improvement
MM
Tool Storage
CP
Business & Equipment Solutio...
TC
Hand Tools
MG
Merchandised Products
RC
Sales & Franchising
BY
Europe
JPL
Asia Pacific
BO
Diagnostics & Mitchell1
DE
Snap-on Equipment
RR
Industrial
DB
Repair Systems & Information
Thomas Ward
Tools
TK
CFO
Aldo Pagliari
Power Tools
Robert Hartman
Specialty Tools
Michael King
CIO
JM
Marketing
AG
Diagnostics & Information
BL
Legal & Secretary
IS
Human Resources
IB
Innovation
BB
Operations Development
GH
Operations Processes
AB
Strategic Sourcing
GA
Sales, Europe
EA
Operations, Europe
JA
Operations, Asia Pacific
James Ng
Credit
JB
Finance & Accounting
BM
Control
CJ
Investor Relations
LK
Most businesses are still organized in a "mechanistic" fashion. This model developed in the 1800's during the Industrial Revolution when machines were viewed as King. And, the design has held up well. The "One Best Way" philosophy led to Frederick Taylor's "time and motion" studies and efforts to turn employees into extensions of machines; predictable and efficient. (Principles of Scientific Management, Taylor, 1911). The organization, as a "well-oiled" machine is a view that continues to this day.
The quest for optimal organizational structure and functioning continued with Max Weber's concept of the "Ideal Bureaucracy" (The Theory of Social and Economic Organization, Weber, 1947). During this period, functionality, structure, hierarchy, reporting relationships, division of labor, job descriptions, etc., were all standardized to produce greater efficiency.
The machine model began to be reexamined in the second half of the twentieth century as its limitations in a rapidly changing world became obvious.
Organizations evolve through various life cycles just as people progress through different stages of their lives. Without this evolution, organizations would be unable to develop and grow. This growth often means the company must undergo momentous change at various points in their development. The impact of this change can be significant on both the employees and the organization. Often this transformation can be at cross purposes between the employees and the firm such as the decision to close a segment of the business. While this decision may be in the best interest of the long term goals of the company, the consequences can be devastating to the employees who may be faced with unemployment. The effect that changes have on both the individuals working at the company and the company itself, along with alternatives to dealing with these changes will be addressed.
Organizational Change
Organization development is a process that involves planning, implementing, and controlling the results of change in an organization. The field of organizational development (OD) specializes in evaluating specific change techniques and the impact these changes will have on all of those involved in the organization. Organizational change should not be conducted just for the sake of change as the efforts should focus on improving the performance of the organization and/or the people in those organizations. Organizational change should be a planned process based on a systematic approach.
CEO
Nicholas Pinchuk
Director
John Fiedler
Director
Karen Daniel
Director
James Holden
Director
Nathan Jones
Director
Dudley Lehman
Director
Edward Rensi
Director
Richard Teerlink
Director
Bruce Chelberg
Director
Roxanne Decyk
Director
Arthur Kelly
Director
Gregg Sherrill
Rapid Continuous Improvement
MM
Tool Storage
CP
Business & Equipment Solutio...
TC
Hand Tools
MG
Merchandised Products
RC
Sales & Franchising
BY
Europe
JPL
Asia Pacific
BO
Diagnostics & Mitchell1
DE
Snap-on Equipment
RR
Industrial
DB
Repair Systems & Information
Thomas Ward
Tools
TK
CFO
Aldo Pagliari
Power Tools
Robert Hartman
Specialty Tools
Michael King
CIO
JM
Marketing
AG
Diagnostics & Information
BL
Legal & Secretary
IS
Human Resources
IB
Innovation
BB
Operations Development
GH
Operations Processes
AB
Strategic Sourcing
GA
Sales, Europe
EA
Operations, Europe
JA
Operations, Asia Pacific
James Ng
Credit
JB
Finance & Accounting
BM
Control
CJ
Investor Relations
LK
Most businesses are still organized in a "mechanistic" fashion. This model developed in the 1800's during the Industrial Revolution when machines were viewed as King. And, the design has held up well. The "One Best Way" philosophy led to Frederick Taylor's "time and motion" studies and efforts to turn employees into extensions of machines; predictable and efficient. (Principles of Scientific Management, Taylor, 1911). The organization, as a "well-oiled" machine is a view that continues to this day.
The quest for optimal organizational structure and functioning continued with Max Weber's concept of the "Ideal Bureaucracy" (The Theory of Social and Economic Organization, Weber, 1947). During this period, functionality, structure, hierarchy, reporting relationships, division of labor, job descriptions, etc., were all standardized to produce greater efficiency.
The machine model began to be reexamined in the second half of the twentieth century as its limitations in a rapidly changing world became obvious.
Organizations evolve through various life cycles just as people progress through different stages of their lives. Without this evolution, organizations would be unable to develop and grow. This growth often means the company must undergo momentous change at various points in their development. The impact of this change can be significant on both the employees and the organization. Often this transformation can be at cross purposes between the employees and the firm such as the decision to close a segment of the business. While this decision may be in the best interest of the long term goals of the company, the consequences can be devastating to the employees who may be faced with unemployment. The effect that changes have on both the individuals working at the company and the company itself, along with alternatives to dealing with these changes will be addressed.
Organizational Change
Organization development is a process that involves planning, implementing, and controlling the results of change in an organization. The field of organizational development (OD) specializes in evaluating specific change techniques and the impact these changes will have on all of those involved in the organization. Organizational change should not be conducted just for the sake of change as the efforts should focus on improving the performance of the organization and/or the people in those organizations. Organizational change should be a planned process based on a systematic approach.
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