Organisational Structure of Aeropostale : Aeropostale, Inc. , usually referred to as Aeropostale or Aero, is an American clothing retailer that sells casual clothing with over 900 stores in the United States, Canada, Puerto Rico and the United Arab Emirates.[1] Their stores tend to be located in shopping malls and large marketing areas. Aeropostale sells fashion apparel including outerwear, footwear, swimwear, tank tops, shirts, jeans, underwear, accessories and fleece. Building on the success of the Aeropostale teen brand the company has now launched a new brand, P.S. from Aeropostale, that sells clothing for children.

Tim Amstrong
4
Director
Fredric Reynolds
2
Director
James Stengel
Director
James Wiatt
6
Director
Michael Powell
2
Director
Patricia Mitchell
3
Director
Karen Dykstra
2
Director
William Hambrecht
2
Director
Susan Lyne
Director
Richard Dalzell
CFO
Arthur Minson
Office of the President
Maureen Sullivan
Human Resources
Kathy Andreasen
Technology
Ted Cahall
CTO
Alexander Gounares
Communication
Tricia Wallace
Paid Services
Ned Brody
Ventures, Local & Mapping
Jon Brod
2
AOL Media & Studios
David Eun
Consumer Applications
Brad Garlinghouse
Advertising & Strategy
Jeff Levick
Senior Product Manager
Farhan Memon
Business Development
Jared Grusd
Ethics & Compliance
Kimberly Strong
Diversity & Inclusion
Tiane Gordon
Mobile
Temkin David
Legal
Ira Parker
Investor Relations
Eoin Ryan

Management thought during this period was influenced by Weber's ideas of bureaucracy, where power is ascribed to positions rather than to the individuals holding those positions. It also was influenced by Taylor's scientific management, or the "one best way" to accomplish a task using scientifically-determined studies of time and motion. Also influential were Fayol's ideas of invoking unity within the chain-of-command, authority, discipline, task specialization, and other aspects of organizational power and job separation. This created the context for vertically-structured organizations characterized by distinct job classifications and top-down authority structures, or what became known as the traditional or classical organizational structure.

Job specialization, a hierarchical reporting structure through a tightly-knit chain-of-command, and the subordination of individual interests to the superordinate goals of the organization combined to result in organizations arranged by functional departments with order and discipline maintained by rules, regulations, and standard operating procedures. This classical view, or bureaucratic structure, of organizations was the dominant pattern as small organizations grew increasingly larger during the economic boom that occurred from the 1900s until the Great Depression of the 1930s.
Organizational Structure
growth, as the emerging Ford Motor Company grew into the largest U.S. automaker by the 1920s.

The Great Depression temporarily stifled U.S. economic growth, but organizations that survived emerged with their vertically-oriented, bureaucratic structures intact as public attention shifted to World War II. Postwar rebuilding reignited economic growth, powering organizations that survived the Great Depression toward increasing size in terms of sales revenue, employees, and geographic dispersion. Along with increasing growth, however, came increasing complexity. Problems in U.S. business structures became apparent and new ideas began to appear. Studies of employee motivation raised questions about the traditional model. The "one best way" to do a job gradually disappeared as the dominant logic. It was replaced by concerns that traditional organizational structures might prevent, rather than help, promote creativity and innovation—both of which were necessary as the century wore on and pressures to compete globally mounted.


Our outlook of work derives from the desire of survival. Like in Darwin’s philosophical discourse upon discovering a modern theory about man’s evolution, the “survival of the fittest” is but a constant reminder to each and everyone. Remembering this thought, man strives to exert much of his effort and energy for survival. In this case, Marx reminds us of man’s alienation because of capitalists’ exploitation of labor among the workforce or workers.

In contrast to Marx’s proclamation “workers unite”, inevitably, workers tried to unheard such radicalism of Marx, since work gives man a sense of meaning and survival, even the system leans towards exploitation and inequality.

In this respect, as the era evolves and the world developed, various organizational theories, methods, rules, guidelines, and approaches are being researched and tested to create a more balance treatment among workers and managers.
 
Last edited by a moderator:
Top