netrashetty
Netra Shetty
Steinway & Sons, also known as Steinway, (pronounced /ˈstaɪnweɪ/ (listen)) is an American and German manufacturer of handmade[4] pianos, founded in 1853 in New York City, by German immigrant Heinrich Engelhard Steinweg (later Henry E. Steinway).[5] The company's growth led to the opening of a factory and employee village in what is now Astoria, Queens in New York City,[6] followed by a second factory in Hamburg, Germany, in 1880.[7] Its early success has been credited both to the quality of its instruments and its effective marketing, including the company's introduction of Steinway Halls (in German: Steinway-Häuser).[8]
Heinrich Engelhard Steinweg's dedication was: "To build the best piano possible".[9] He established at his company three basic principles: "Build to a standard, not a price", "Make no compromise in quality", and "Strive always to improve the instrument".[10] Research and inventions by the company have earned it so far around 130 patents,[11][12][13] a greater number than any other piano company.[14]
After merging with the Selmer Company in 1995, Steinway's current affiliates include the Boston and Essex lines of pianos. The Selmer Company, today named Conn-Selmer, is a subsidiary of Steinway.
Steinway holds 12 Royal Warrants,[15][16] including one from HM Queen Elizabeth II of the United Kingdom
CEO
Dana Messina
Chairman of the Board
Kyle Kirkland
Director
Rudolph Kluiber
Director
Peter McMillan
Director
David Lockwood
Director
Jong Sup Kim
Lead Director
Clinton Allen
CFO
Dennis Hanson
Conn, Selmer
John Stoner
Steinway & Sons Americas
RL
Steinway & Sons Worldwide
TK
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.
This method does not work very effectively when used in facilitating complex projects. One of the major criticisms of this organizational structure is the lack of built-in employee recognition, measurement and reward for project performance. Similarly, there is very little individual accountability for any project management tasks that need to be performed.
Heinrich Engelhard Steinweg's dedication was: "To build the best piano possible".[9] He established at his company three basic principles: "Build to a standard, not a price", "Make no compromise in quality", and "Strive always to improve the instrument".[10] Research and inventions by the company have earned it so far around 130 patents,[11][12][13] a greater number than any other piano company.[14]
After merging with the Selmer Company in 1995, Steinway's current affiliates include the Boston and Essex lines of pianos. The Selmer Company, today named Conn-Selmer, is a subsidiary of Steinway.
Steinway holds 12 Royal Warrants,[15][16] including one from HM Queen Elizabeth II of the United Kingdom
CEO
Dana Messina
Chairman of the Board
Kyle Kirkland
Director
Rudolph Kluiber
Director
Peter McMillan
Director
David Lockwood
Director
Jong Sup Kim
Lead Director
Clinton Allen
CFO
Dennis Hanson
Conn, Selmer
John Stoner
Steinway & Sons Americas
RL
Steinway & Sons Worldwide
TK
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.
This method does not work very effectively when used in facilitating complex projects. One of the major criticisms of this organizational structure is the lack of built-in employee recognition, measurement and reward for project performance. Similarly, there is very little individual accountability for any project management tasks that need to be performed.
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