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Organisational Structure of ACCO Brands

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Organisational Structure of ACCO Brands
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Netra Shetty
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netrashetty
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Organisational Structure of ACCO Brands - January 31st, 2011

ACCO Brands Corporation (NYSE: ABD) is an umbrella company, created by the merger of ACCO World from Fortune Brands with General Binding Corporation (GBC).

In 1903, Fred J. Kline founded the Clipper Manufacturing Company (a maker of paper clips) in Long Island, New York.

In 1910 the company became the American Clip Company, and first used the name "ACCO" as an initialism, which became the company's formal name in 1922.

After many acquisitions, ACCO went public in 1983, and was acquired in 1987 by American Brands (later Fortune Brands).

In 1992 ACCO UK was created from the integration of ACCO Europe and Rexel Ltd. ACCO UK is the UK's largest manufacturer of office products, and its brands include Derwent Cumberland Pencil Company.

In 2005 ACCO was spun off from Fortune Brands and through the merger with the General Binding Corporation, ACCO Brands was formed.

ACCO Brands's Net Sales and Operating Income by Geographical Regions in Q4 2009
5
Chairman & CEO
Robert Keller
3
Director
Norman Wesley
3
Director
Robert Jenkins
3
Director
Michael Norkus
Director
Thomas Hargrove
5
Director
George Bayly
2
Director
Kathleen Dvorak
Director
Sheila Talton
Director
Thomas Kroeger
CFO
Neal Fenwick
Strategy & Supply Chain
TS
International & Kensington
CF
Americas
BE
Product Generation Organizat...
KK
Marketing & Product Developm...
TT
Human Resources
DK
8
Corporate Development
Mark Anderson
2
Legal
Steve Rubin
Corporate Communications
RN
2
Finance & Accounting
TO
Investor Relations
jr


The human resources department serves no customers, books no business,
and prepares no meals, yet it plays a vital role in a hotel’s efficient
operation. As shown in Figure 2–1b, the three functions of the
human resources department are employee recruitment, benefits administration,
and training. The director of human resources is also expected
to be an expert on federal and state labor laws and to advise
managers in other departments on these topics. The human resources
department’s major challenge is in its interactions with other hotel departments.
Although the human resources department recruits, interviews,
and screens prospective employees, the final hiring decision rests
within the department in which the potential employee will be working.
The same is true of promotion and disciplinary decisions; the human
resources department’s input is, in most cases, limited to advice
and interpretation of legal questions. The human resources department’s
effectiveness depends on its manager’s ability to form effective
working relationships with managers of other departments.
In many hotels, the accounting department combines staff functions
and line functions, or those functions directly responsible for servicing
guests. The accounting department’s traditional role is recording
financial transactions, preparing and interpreting financial statements,
HUMAN RESOURCES
DEPARTMENT
ACCOUNTING
DEPARTMENT
MARKETING AND
SALES DEPARTMENT
36 Chapter 2 Organizational Structure
and providing the managers of other departments with timely reports
of operating results (line functions). Other responsibilities, carried out
by the assistant controller for finance, include payroll preparation, accounts
receivable, and accounts payable (staff functions).
Another dimension of the accounting department’s responsibilities
deals with various aspects of hotel operations, cost accounting, and
cost control throughout the hotel. The two areas of central concern
to the accounting department are rooms and food and beverage. The
accounting department’s front office cashier is responsible for tracking
all charges to guest accounts. At the close of each business day,
which varies by hotel but typically occurs at midnight or after the bulk
of guests’ transactions have been completed (i.e., check-in, restaurant
charges, retail charges, etc.), the night auditor is responsible for reconciling
all guest bills with the charges from the various hotel departments.
Although the front office cashier and the night auditor
physically work at the front desk and, in the case of the cashier, have
direct contact with guests, they are members of the accounting department
and report to the assistant controller of operations.
The food and beverage department may be responsible for food
preparation and service, but the accounting department is responsible
for collecting revenues. The food and beverage controller and the
food and beverage cashiers keep track of both the revenues and expenses
of the food and beverage department. The food and beverage
controller’s job is to verify the accuracy and reasonableness of all food
and beverage revenues.
In addition to tracking and preparing daily reports on the costs of
the food and beverages used in the hotel, in many cases the accounting
department is also responsible for purchasing and storeroom operations.
Finally, the director of systems is responsible for designing
the accounting and control systems used throughout the hotel. As you
can see, the accounting department is anything but a passive staff unit
contending with routine recordkeeping. The accounting department
is also responsible for collecting and reporting most of a hotel’s operational
and financial statistics, which provide important data for decision
making and budget preparation purposes. The head of the accounting
department may report not only to the hotel’s general
manager but also to the hotel chain’s financial vice president or to the
hotel’s owner. The reason for this dual responsibility and reporting relationship
is to afford the hotel corporation an independent verification
of the financial and operating results of the hotel.
In addition to being in charge of overseeing all of the departments
that we have discussed, the hotel’s general manager (GM) is responsi-
GENERAL
MANAGER
Patterns of Authority 37
ble for defining and interpreting the policies established by top management.
The general manager serves as a liaison to the hotel’s owner
or corporate parent, sets (or communicates) the overall strategic
course of the hotel, sets hotel-wide goals, coordinates activities between
departments, and arbitrates interdepartmental disputes. It is common
practice in a large, full-service hotel for a director of public relations
to report directly to the GM. The GM also has corporate-level responsibilities,
participates on civic boards and committees, and engages
in industry-related activities such as serving on the local tourism commission
or hotel-motel association.
In addition to possessing a high level of technical skill (i.e., a thorough
understanding of each operating department in the hotel), the
general manager must also be decisive, analytical, and skilled with both
computers and people. He or she must be able to see the big picture
and how all of the parts of the hotel fit into the overall organization.
An executive may be promoted to relieve the general manager of some
operational duties. This is often accomplished by elevating the duties
and responsibilities of one particular department head without relieving
that person of regular departmental duties. The title of this position
is usually resident manager. It is quite common (and logical) for
the general manager to select the manager of the rooms department
to be resident manager. Responsibilities of the resident manager include
serving as acting GM in the GM’s absence, representing the GM
on interdepartmental hotel committees, and taking responsibility for
important special projects such as major hotel renovations, VIP guests,
and operating reports that require in-depth analysis for the regional
or corporate offices.
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Last edited by netrashetty; February 1st, 2011 at 04:56 PM..
   
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Re: Organisational Structure of ACCO Brands
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James Cord
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Re: Organisational Structure of ACCO Brands - March 31st, 2016

Quote:
Originally Posted by netrashetty View Post
ACCO Brands Corporation (NYSE: ABD) is an umbrella company, created by the merger of ACCO World from Fortune Brands with General Binding Corporation (GBC).

In 1903, Fred J. Kline founded the Clipper Manufacturing Company (a maker of paper clips) in Long Island, New York.

In 1910 the company became the American Clip Company, and first used the name "ACCO" as an initialism, which became the company's formal name in 1922.

After many acquisitions, ACCO went public in 1983, and was acquired in 1987 by American Brands (later Fortune Brands).

In 1992 ACCO UK was created from the integration of ACCO Europe and Rexel Ltd. ACCO UK is the UK's largest manufacturer of office products, and its brands include Derwent Cumberland Pencil Company.

In 2005 ACCO was spun off from Fortune Brands and through the merger with the General Binding Corporation, ACCO Brands was formed.

ACCO Brands's Net Sales and Operating Income by Geographical Regions in Q4 2009
5
Chairman & CEO
Robert Keller
3
Director
Norman Wesley
3
Director
Robert Jenkins
3
Director
Michael Norkus
Director
Thomas Hargrove
5
Director
George Bayly
2
Director
Kathleen Dvorak
Director
Sheila Talton
Director
Thomas Kroeger
CFO
Neal Fenwick
Strategy & Supply Chain
TS
International & Kensington
CF
Americas
BE
Product Generation Organizat...
KK
Marketing & Product Developm...
TT
Human Resources
DK
8
Corporate Development
Mark Anderson
2
Legal
Steve Rubin
Corporate Communications
RN
2
Finance & Accounting
TO
Investor Relations
jr


The human resources department serves no customers, books no business,
and prepares no meals, yet it plays a vital role in a hotelís efficient
operation. As shown in Figure 2Ė1b, the three functions of the
human resources department are employee recruitment, benefits administration,
and training. The director of human resources is also expected
to be an expert on federal and state labor laws and to advise
managers in other departments on these topics. The human resources
departmentís major challenge is in its interactions with other hotel departments.
Although the human resources department recruits, interviews,
and screens prospective employees, the final hiring decision rests
within the department in which the potential employee will be working.
The same is true of promotion and disciplinary decisions; the human
resources departmentís input is, in most cases, limited to advice
and interpretation of legal questions. The human resources departmentís
effectiveness depends on its managerís ability to form effective
working relationships with managers of other departments.
In many hotels, the accounting department combines staff functions
and line functions, or those functions directly responsible for servicing
guests. The accounting departmentís traditional role is recording
financial transactions, preparing and interpreting financial statements,
HUMAN RESOURCES
DEPARTMENT
ACCOUNTING
DEPARTMENT
MARKETING AND
SALES DEPARTMENT
36 Chapter 2 Organizational Structure
and providing the managers of other departments with timely reports
of operating results (line functions). Other responsibilities, carried out
by the assistant controller for finance, include payroll preparation, accounts
receivable, and accounts payable (staff functions).
Another dimension of the accounting departmentís responsibilities
deals with various aspects of hotel operations, cost accounting, and
cost control throughout the hotel. The two areas of central concern
to the accounting department are rooms and food and beverage. The
accounting departmentís front office cashier is responsible for tracking
all charges to guest accounts. At the close of each business day,
which varies by hotel but typically occurs at midnight or after the bulk
of guestsí transactions have been completed (i.e., check-in, restaurant
charges, retail charges, etc.), the night auditor is responsible for reconciling
all guest bills with the charges from the various hotel departments.
Although the front office cashier and the night auditor
physically work at the front desk and, in the case of the cashier, have
direct contact with guests, they are members of the accounting department
and report to the assistant controller of operations.
The food and beverage department may be responsible for food
preparation and service, but the accounting department is responsible
for collecting revenues. The food and beverage controller and the
food and beverage cashiers keep track of both the revenues and expenses
of the food and beverage department. The food and beverage
controllerís job is to verify the accuracy and reasonableness of all food
and beverage revenues.
In addition to tracking and preparing daily reports on the costs of
the food and beverages used in the hotel, in many cases the accounting
department is also responsible for purchasing and storeroom operations.
Finally, the director of systems is responsible for designing
the accounting and control systems used throughout the hotel. As you
can see, the accounting department is anything but a passive staff unit
contending with routine recordkeeping. The accounting department
is also responsible for collecting and reporting most of a hotelís operational
and financial statistics, which provide important data for decision
making and budget preparation purposes. The head of the accounting
department may report not only to the hotelís general
manager but also to the hotel chainís financial vice president or to the
hotelís owner. The reason for this dual responsibility and reporting relationship
is to afford the hotel corporation an independent verification
of the financial and operating results of the hotel.
In addition to being in charge of overseeing all of the departments
that we have discussed, the hotelís general manager (GM) is responsi-
GENERAL
MANAGER
Patterns of Authority 37
ble for defining and interpreting the policies established by top management.
The general manager serves as a liaison to the hotelís owner
or corporate parent, sets (or communicates) the overall strategic
course of the hotel, sets hotel-wide goals, coordinates activities between
departments, and arbitrates interdepartmental disputes. It is common
practice in a large, full-service hotel for a director of public relations
to report directly to the GM. The GM also has corporate-level responsibilities,
participates on civic boards and committees, and engages
in industry-related activities such as serving on the local tourism commission
or hotel-motel association.
In addition to possessing a high level of technical skill (i.e., a thorough
understanding of each operating department in the hotel), the
general manager must also be decisive, analytical, and skilled with both
computers and people. He or she must be able to see the big picture
and how all of the parts of the hotel fit into the overall organization.
An executive may be promoted to relieve the general manager of some
operational duties. This is often accomplished by elevating the duties
and responsibilities of one particular department head without relieving
that person of regular departmental duties. The title of this position
is usually resident manager. It is quite common (and logical) for
the general manager to select the manager of the rooms department
to be resident manager. Responsibilities of the resident manager include
serving as acting GM in the GMís absence, representing the GM
on interdepartmental hotel committees, and taking responsibility for
important special projects such as major hotel renovations, VIP guests,
and operating reports that require in-depth analysis for the regional
or corporate offices.
Hello netra,

Here i am sharing Organisational Chart of ACCO Brands, so please download and check it.
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