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Organisational Structure of Acme Brick Company : Acme Brick Company is an American manufacturer and distributor of brick and masonry-related construction products and materials. Founder, George E. Bennett (October 6, 1852–July 3, 1907), chartered the company in Alton, Illinois as the 'Acme Pressed Brick Company' on April 17, 1891. The company grew to become the largest American-owned brick manufacturer by the mid-20th century and was the first of its type to offer a 100-year limited guarantee to its customers. Acme Brick Company was acquired by Berkshire Hathaway, Inc. on August 1, 2000.


CEO
Warren Buffett
4
Vice Chairman of the Board
Charles Munger
Director
Charlotte Guyman
3
Director
William Gates
4
Director
Susan Decker
Director
David Gottesman
2
Director
Howard Buffett
9
Director
Thomas Murphy
4
Director
Ronald Olson
6
Director
Walter Scott
3
Director
Donald Keough
4
Director
Stephen Burke
5
MidAmerican Energy Holdings
David Sokol
Geico
TN
NetJets
RS
2
Reinsurance Division
Ajit Jain
CFO
Marc Hamburg
MidAmerican Energy Holdings
GEA

Line-and-Staff Sales Organization
Functional Sales Organization
Geographical Sales Organization
Sales Organization with Product-Specialized Sales Force
Sales Organization with Product-Managers as Staff Specialists
Sales Organization Specialized by Type of Customer



The structure of any organisation plays a significant role in charting out the plan for success. As such, structures facilitate effectual coordination and interconnection between employees and organisational systems. With operating core, strategic apex, middle line, technostructure and support staff as the core elements, organisation structure refers to the framework that relationship between different positions or levels within the organisation (Robbins and Barnwell, 2006, p. 20). Various business dictionaries relay that the form of organisation is evident in the way divisions, departments, functions and peoples link together and interact. Organisation structures disclose the vertical operational responsibilities and the horizontal linkages. Often represented by organization chart, organisation structures seize new forms including flat, network, matrix and virtual organisations. Nonetheless, the foundations of these new forms are challenged by the recurring trends of restructuring, downsizing and telecommunications technology development.


As business theorists advocated, the capture of organisational life always centers the study of structures. The prevailing viewpoint of the organisation structures embodies the concept of policies, prescriptions of authority and hierarchies of responsibilities. As structural frameworks, the allocation of work roles and administrative mechanisms that allow any organisation to conduct, coordinate and control their work activities are clearly manifested in these. Nonetheless, organisational structures do not only conform to structural frameworks but also structural process that yields better performance (Rapert and Wren, 2005). The dimensions of organisation structure that allow better functionality are centralisation and formalisation as Tata and Prasad (2005) advocates it to be. Organisation centralisation refers to the degree to which power is differentially distributed within an organisation; hence, a concept on continuum. On the other hand, organisational formalisation refers to the degree to which the norms of the organisations are explicitly formulated; thus, mechanisms of control.
 
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