netrashetty
Netra Shetty
Organisational Structure of Xilinx : Xilinx, Inc. (NASDAQ: XLNX) is a supplier of programmable logic devices. It is known for inventing the field programmable gate array (FPGA) and as the first semiconductor company with a fabless manufacturing model.[1][2][3]
Founded in Silicon Valley in 1984, the company is headquartered in San Jose, California, U.S.A.; Dublin, Ireland; Singapore; and Tokyo, Japan. The company has corporate offices throughout North America, Asia and Europe.
CEO
Moshe Gavrielov
Chairman of the Board
Philip Gianos
Director
Michael Patterson
Director
Marshall Turner
Director
Elizabeth Vanderslice
Director
John Doyle
Director
William Howard
Director
Albert Pimentel
Lead Director
Jerald Fishman
CFO
Jon Olson
CIO
KC
Human Resources
MS
CTO
IB
Programmable Platforms
VP
Marketing
VR
Operations
RP
Quality & New Product Introd...
VT
Sales
FT
Strategic Planning
KR
Legal & Secretary
SHS
Only when a company is organized within its corporate context can effective communication and training of its people take place. The organization of a business cannot be done independently of its surrounding departments and divisions. And it begins by people - at the top.
To get organizational communication, there must be effective visuals. The first and foremost is the example of the people who implement it. Then the visuals that present the strategy it to the staff. And then the rest of the visuals that illustrate the divisional, departmental and individual participants. This can go into the orientation employee manual and other corporate communication newsletters and memos, etc.
Conventional organization charts, for the most part, do not lend themselves to express such a clear understanding of its purpose. They have a habit of displaying rather a growth of job functions that automatically expands into what gets to be called the organization chart.
A new manager is hired, or a new job is created and a new box is squeezed onto the organizational chart. After a while this chart becomes a cumbersome octopus -- to which management becomes slave without common vision.
To get out of this mode, many organizations have adapted a smaller and more dynamic chart, that limits the levels and departments of an organization, to five or six main divisions. I for one use such a system, even though I am a small business. It is important and indeed critical to be organized however small you might be - even in the family organization.
Founded in Silicon Valley in 1984, the company is headquartered in San Jose, California, U.S.A.; Dublin, Ireland; Singapore; and Tokyo, Japan. The company has corporate offices throughout North America, Asia and Europe.
CEO
Moshe Gavrielov
Chairman of the Board
Philip Gianos
Director
Michael Patterson
Director
Marshall Turner
Director
Elizabeth Vanderslice
Director
John Doyle
Director
William Howard
Director
Albert Pimentel
Lead Director
Jerald Fishman
CFO
Jon Olson
CIO
KC
Human Resources
MS
CTO
IB
Programmable Platforms
VP
Marketing
VR
Operations
RP
Quality & New Product Introd...
VT
Sales
FT
Strategic Planning
KR
Legal & Secretary
SHS
Only when a company is organized within its corporate context can effective communication and training of its people take place. The organization of a business cannot be done independently of its surrounding departments and divisions. And it begins by people - at the top.
To get organizational communication, there must be effective visuals. The first and foremost is the example of the people who implement it. Then the visuals that present the strategy it to the staff. And then the rest of the visuals that illustrate the divisional, departmental and individual participants. This can go into the orientation employee manual and other corporate communication newsletters and memos, etc.
Conventional organization charts, for the most part, do not lend themselves to express such a clear understanding of its purpose. They have a habit of displaying rather a growth of job functions that automatically expands into what gets to be called the organization chart.
A new manager is hired, or a new job is created and a new box is squeezed onto the organizational chart. After a while this chart becomes a cumbersome octopus -- to which management becomes slave without common vision.
To get out of this mode, many organizations have adapted a smaller and more dynamic chart, that limits the levels and departments of an organization, to five or six main divisions. I for one use such a system, even though I am a small business. It is important and indeed critical to be organized however small you might be - even in the family organization.
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