netrashetty
Netra Shetty
Soyo Group, Inc. (OTCBB: SOYO), often just referred to as "Soyo", was a USA-based electronics company. Established in 1985, Soyo was a provider of consumer electronics such as LCD HDTVs, home theater furniture, Bluetooth headsets, portable storage devices, computer monitors, computer motherboards, computer cases, and computer peripheral devices.
With sales offices in California and São Paulo, Brazil, Soyo sold its products through an extensive network of authorized distributors, resellers, system integrators, VARs, retailers, mail-order catalogs and e-tailers. Soyo licensed the Honeywell brand from Honeywell International Inc. for use on LCD televisions and other consumer electronics products.
Soyo Group filed for Chapter 7 bankruptcy with the United States District Court for the Central District of California, Riverside Division (case number 09-19355-RN), and ceased operations on May 5, 2009.
President
Kenichiro Yoshida
Director
Toru Mio
Director
Miyuki Ishiguro
Director
Hiroshi Kurihara
President of a Subsidiary
YA
President of a Subsidiary
HT
Senior Vice President
MK
One aspect of project management that used to receive quite a bit of attention in the 1950s and 1960s was the project organizational structures. A myriad of new organizational structures have appeared on the scene in the last couple of decades but they still lack many of the desirable qualities in the traditional methods. Ultimately, project management directors seek organizational methods that facilitate teamwork, can maximize the use of limited resources, efficiency and quality in the way a project is completed and how goals and objectives are achieved. This article will examine the three main traditional organizational structures for project management. These three structures are functional organization, project organization and matrix organization.
Functional Organization This structure is by far the oldest of the organizational methods but remains one of the most successful. This method performs best when used for routine work functions and the upholding of quality and work standards. Functional Organization structures assign projects in two different ways. One way involves the project being assigned to a specific functional manager who then coordinates with the other departments for them to each contribute. Alternatively, projects can be shuffled around to different departments where each department manager ensures that their parts of the work have been completed.
Downward Communication is communication that flows from upper to lower. This type of internal communication provides job related information and gives direction. Downward Communication is used daily by managers to guide and provide information to employees so they can complete tasks. Employee handbooks, policy manuals, training materials, and organization mission are examples of Downward Communication. As internal communication flows downward, it gets more specific at each level with the most detailed information at the bottom.
Upward Communication is internal communication that flows from lower to upper. This communication most likely originates with the front line workers. The messages and information communicated upward relate to compliance, job related problems, task competition, and fellow employees. This type of internal communication helps superiors see how well employees follow direction and understand instruction from Downward Communication. As internal communication flows upward, there’s less detail at each level providing an overview or summary to top person.
With sales offices in California and São Paulo, Brazil, Soyo sold its products through an extensive network of authorized distributors, resellers, system integrators, VARs, retailers, mail-order catalogs and e-tailers. Soyo licensed the Honeywell brand from Honeywell International Inc. for use on LCD televisions and other consumer electronics products.
Soyo Group filed for Chapter 7 bankruptcy with the United States District Court for the Central District of California, Riverside Division (case number 09-19355-RN), and ceased operations on May 5, 2009.
President
Kenichiro Yoshida
Director
Toru Mio
Director
Miyuki Ishiguro
Director
Hiroshi Kurihara
President of a Subsidiary
YA
President of a Subsidiary
HT
Senior Vice President
MK
One aspect of project management that used to receive quite a bit of attention in the 1950s and 1960s was the project organizational structures. A myriad of new organizational structures have appeared on the scene in the last couple of decades but they still lack many of the desirable qualities in the traditional methods. Ultimately, project management directors seek organizational methods that facilitate teamwork, can maximize the use of limited resources, efficiency and quality in the way a project is completed and how goals and objectives are achieved. This article will examine the three main traditional organizational structures for project management. These three structures are functional organization, project organization and matrix organization.
Functional Organization This structure is by far the oldest of the organizational methods but remains one of the most successful. This method performs best when used for routine work functions and the upholding of quality and work standards. Functional Organization structures assign projects in two different ways. One way involves the project being assigned to a specific functional manager who then coordinates with the other departments for them to each contribute. Alternatively, projects can be shuffled around to different departments where each department manager ensures that their parts of the work have been completed.
Downward Communication is communication that flows from upper to lower. This type of internal communication provides job related information and gives direction. Downward Communication is used daily by managers to guide and provide information to employees so they can complete tasks. Employee handbooks, policy manuals, training materials, and organization mission are examples of Downward Communication. As internal communication flows downward, it gets more specific at each level with the most detailed information at the bottom.
Upward Communication is internal communication that flows from lower to upper. This communication most likely originates with the front line workers. The messages and information communicated upward relate to compliance, job related problems, task competition, and fellow employees. This type of internal communication helps superiors see how well employees follow direction and understand instruction from Downward Communication. As internal communication flows upward, there’s less detail at each level providing an overview or summary to top person.