netrashetty
MP Guru
Organisational Structure of Delphi : Delphi is an automotive parts company headquartered in Troy, Michigan, USA. Delphi is one of the world's largest automotive parts manufacturers and has approximately 146,600 employees (18,900 in the United States).[1]
With offices worldwide, the company operates 150 wholly owned manufacturing sites, 44 joint ventures, 53 customer centers and sales offices, and 33 technical centers in 38 countries.
CEO
Rodney O'Neal
Chairman of the Board
Robert Miller
Director
John Walker
Director
John Englar
Director
Martin Welch
Director
Raymond Milchovich
Director
Craig Naylor
Director
Oscar de Paula Bernardes Neto
Director
John Opie
Director
David Farr
CFO
Kevin Clark
CIO
TM
Electrical & Electronic Arch...
JS
Delphi PowertrainEuropean Op...
RP
Delphi Thermal
JB
Affairs & Marketing
KH
Compliance, Legal & Secretary
DS
Supply Management
SJ
Human Resources & Business S...
KB
Delphi Electronics & SafetyD...
JO
Delphi Steering
RR
Delphi Product & Service Sol...
FO
So far the matrix organization sounds much like the traditional organization, except that all workers within a silo (a column in the matrix) are partitioned by a particular skill-set.
The other difference between traditional organisations and matrix organisations is that matrices have rows (lines running across the columns, not fights).
Traditional organizations operated quite well, but they were inefficient, with lots of duplication of skills around the company. But their major weakness was when they tried to manage projects.
The problem was that in the traditional organisation, the concept of a project team, which is my nature cross-functional, did not exist, because the project manager's "team" team comprised of people from different functional areas, managed and controlled by different functional managers -- not by the project manager. And this is not a recipe for successful projects.
So we have our columns of functionally similar workers in each column of our matrix, with a functional manager at the head of each column.
Now picture rows running across the page, with a project manager at the "head" (i.e. the left hand side) of each row. The rows intersect the columns and so intersect the columns of workers. So each row is a silo of workers of differing functionality, headed by a project manager. In such a matrix structure there is an obvious tension between the project managers at the head of each row (each project) and the managers at the head of each column (each functional area) as they are sharing the same workers, and as each manager (project and functional) has a job to do, we have a conflict of interest.
There are different types of matrix organization, designed to balance the power struggle-struggle between the managers conflicting needs. The main types are listed below.
With offices worldwide, the company operates 150 wholly owned manufacturing sites, 44 joint ventures, 53 customer centers and sales offices, and 33 technical centers in 38 countries.
CEO
Rodney O'Neal
Chairman of the Board
Robert Miller
Director
John Walker
Director
John Englar
Director
Martin Welch
Director
Raymond Milchovich
Director
Craig Naylor
Director
Oscar de Paula Bernardes Neto
Director
John Opie
Director
David Farr
CFO
Kevin Clark
CIO
TM
Electrical & Electronic Arch...
JS
Delphi PowertrainEuropean Op...
RP
Delphi Thermal
JB
Affairs & Marketing
KH
Compliance, Legal & Secretary
DS
Supply Management
SJ
Human Resources & Business S...
KB
Delphi Electronics & SafetyD...
JO
Delphi Steering
RR
Delphi Product & Service Sol...
FO
So far the matrix organization sounds much like the traditional organization, except that all workers within a silo (a column in the matrix) are partitioned by a particular skill-set.
The other difference between traditional organisations and matrix organisations is that matrices have rows (lines running across the columns, not fights).
Traditional organizations operated quite well, but they were inefficient, with lots of duplication of skills around the company. But their major weakness was when they tried to manage projects.
The problem was that in the traditional organisation, the concept of a project team, which is my nature cross-functional, did not exist, because the project manager's "team" team comprised of people from different functional areas, managed and controlled by different functional managers -- not by the project manager. And this is not a recipe for successful projects.
So we have our columns of functionally similar workers in each column of our matrix, with a functional manager at the head of each column.
Now picture rows running across the page, with a project manager at the "head" (i.e. the left hand side) of each row. The rows intersect the columns and so intersect the columns of workers. So each row is a silo of workers of differing functionality, headed by a project manager. In such a matrix structure there is an obvious tension between the project managers at the head of each row (each project) and the managers at the head of each column (each functional area) as they are sharing the same workers, and as each manager (project and functional) has a job to do, we have a conflict of interest.
There are different types of matrix organization, designed to balance the power struggle-struggle between the managers conflicting needs. The main types are listed below.
Last edited by a moderator: