netrashetty
Netra Shetty
Sunny Delight Beverages Co. is the creator of Sunny Delight, aka SunnyD. It spun off from Procter & Gamble in 2004. The company is owned by J.W. Childs Associates
President
Michael Dunn
Chairman of the Board
Harold Logan
Director
Jane Swift
Director
John Collins
Director
Dudley Mecum
Director
John Stookey
CFO
Michael Stivala
Business Development
MA
Legal
PA
Human Resources & Administra...
Michael Keating
Information Services
NS
Northeast Area
William Anderson
Southeast & Western Area
SB
Supply Chain
DB
Treasurer
Dd
Although matrix management is designed to preserve flexibility, it creates a number of problems. First, people entering the system often need a long period of settling in, by which time the project may be complete. In addition, workers often feel confusion about reporting requirements, and authority in any one position is diminished. Three conditions should be present before managers consider adopting matrix management:
1. The involvement of two or more sectors (such as functions, products,services, or markets)
2. The need to carry out uncertain, complex, and interdependent tasks
3. The need to share human resources and maintain flexibility
Divisionalization is yet another form of structuring used as organizations grow larger. The divisional structure which imposes further complexity is probably negatively related to formalization and imposes the necessity for decentralization, particularly for organizations that must be responsive to their environments. Usually, organizations are subdivided into divisions based on product or geography or both. Organizations that adopt the divisional structure sometimes adopt grid structures, which are larger forms of matrix management in which managers have multiple reporting lines.
Divisionalization was originally adopted by U.S. business organizations. They assigned profit responsibility to division managers, essentially making divisions into businesses in their own right, with the main corporate office retaining responsibilities for strategic planning, overall financial control, and so on. Under such an arrangement, corporate managers become accountable for the performance of the company as a whole, rather than that of any individual division.
Five Steps to Implementing a Systems Management Approach
This process can be implemented in five orderly steps. They are:
Do the Pre-planning
Develop and Specify the Key Results Areas
Develop the Measurements that will be used
Review and do a final audit of these developed measures
Start Collecting the Data
Once this systems view of performance measurement is adopted, the organization can be better assured that it has curtailed some of the tendencies to have good performance and the resulting rewards for a part of it detract from the performance of other parts and the business as a whole.
President
Michael Dunn
Chairman of the Board
Harold Logan
Director
Jane Swift
Director
John Collins
Director
Dudley Mecum
Director
John Stookey
CFO
Michael Stivala
Business Development
MA
Legal
PA
Human Resources & Administra...
Michael Keating
Information Services
NS
Northeast Area
William Anderson
Southeast & Western Area
SB
Supply Chain
DB
Treasurer
Dd
Although matrix management is designed to preserve flexibility, it creates a number of problems. First, people entering the system often need a long period of settling in, by which time the project may be complete. In addition, workers often feel confusion about reporting requirements, and authority in any one position is diminished. Three conditions should be present before managers consider adopting matrix management:
1. The involvement of two or more sectors (such as functions, products,services, or markets)
2. The need to carry out uncertain, complex, and interdependent tasks
3. The need to share human resources and maintain flexibility
Divisionalization is yet another form of structuring used as organizations grow larger. The divisional structure which imposes further complexity is probably negatively related to formalization and imposes the necessity for decentralization, particularly for organizations that must be responsive to their environments. Usually, organizations are subdivided into divisions based on product or geography or both. Organizations that adopt the divisional structure sometimes adopt grid structures, which are larger forms of matrix management in which managers have multiple reporting lines.
Divisionalization was originally adopted by U.S. business organizations. They assigned profit responsibility to division managers, essentially making divisions into businesses in their own right, with the main corporate office retaining responsibilities for strategic planning, overall financial control, and so on. Under such an arrangement, corporate managers become accountable for the performance of the company as a whole, rather than that of any individual division.
Five Steps to Implementing a Systems Management Approach
This process can be implemented in five orderly steps. They are:
Do the Pre-planning
Develop and Specify the Key Results Areas
Develop the Measurements that will be used
Review and do a final audit of these developed measures
Start Collecting the Data
Once this systems view of performance measurement is adopted, the organization can be better assured that it has curtailed some of the tendencies to have good performance and the resulting rewards for a part of it detract from the performance of other parts and the business as a whole.