Organisational Structure of AGL Resources : AGL Resources, Inc. is a Fortune 1000, Forbes 2000 energy services holding company. Their principal business is distribution of natural gas in Florida, Georgia, Maryland, New Jersey, Tennessee and Virginia, providing gas for more than 2.2 million customers


2
President
John Somerhalder
2
Director
Henry Wolf
3
Director
Dean O'Hare
2
Director
Charles McTier
2
Director
Sandra Bane
3
Director
Bettina Whyte
5
Director
Thomas Bell
4
Director
Dennis Love
3
Director
James Rubright
2
Director
Arthur Johnson
3
Director
Charles Crisp
2
Director
Wyck Knox
2
CFO
Andrew Evans
External Affairs
Kevin Madden
Legal & Ethics & Compliance
Paul Shlanta
Utility Operations
Henry Linginfelter
Pivotal Energy Development
Dana Grams
Sequent Energy Management
Peter Tumminello
Control & Accounting
Bryan Seas
Engineering & Operations
Ralph Cleveland
Government & Regulation
Bryan Batson
Human Resource & Marketing C...
Melanie Platt
Mid-Atlantic Operations
Jodi Gidley
Southern Operations
Suzanne Sitherwood
Treasurer & Tax
Steve Cave
9
Deputy, Legal
Jeffrey Brown
CFO, Sequent Energy Manageme...
Brian Little
Audit
Ronald Lepionka



This revised principle of the scientific management is relevant and much related to organizational structure, management, control and design. In the process of management control Taylor and the neo-Taylor groups suggests that management control is but a natural strategy in which management or employers’ responsibility is to ensure that all the processes and production operations within the company are stabilize and whatever problems that may arise are subject to the management decisions. The management should see to it that everything inside the organizational, in each divisions and departments are all in their proper order and positioning. The process of decision-making as well as formulating guidelines and rules within the organization should be the task observed by the management.

The control over the resources, production processes, and employees’ welfare are under the supervision of the management. This set-up in an organizational structure and design are patterned after the scientific management principle on management control. This revised principle suggests of the same rules applied by organizations in their own structures and design.


SBU Structure
called strategic business units (SBUs). Such units generally are set up like separate companies, with full profit and loss responsibility invested in the top management of the unit—often the president of the unit and/or a senior vice president of the larger corporation. This manager is responsible to the top management of the corporation. This arrangement can be seen as taking any of the aforementioned departmentalization schemes one step further. The SBUs might be based on product lines, geographic markets, or other differentiating factors. Figure 4 depicts SBUs organized by geographic area.

EMERGING TRENDS
IN ORGANIZATIONAL STRUCTURE

Except for the matrix organization, all the structures described above focus on the vertical organization; that is, who reports to whom, who has responsibility and authority for what parts of the organization, and so on. Such vertical integration is sometimes necessary, but may be a hindrance in rapidly changing environments. A detailed organizational chart of a large corporation structured on the traditional model would show many layers of managers; decision making flows vertically up and down the layers, but mostly downward. In general terms, this is an issue of interdependence.

In any organization, the different people and functions do not operate completely independently. To a greater or lesser degree, all parts of the organization need each other. Important developments in organizational design in the last few decades of the twentieth century and the early part of the twenty-first century have been attempts to understand the nature of interdependence and improve the functioning of organizations in respect to this factor. One approach is to flatten the organization, to develop the horizontal connections and de-emphasize vertical reporting relationships. At times, this involves simply eliminating layers of middle management. For example, some Japanese companies—even very large manufacturing firms—have only four levels of management: top management, plant management, department management, and section management. Some U.S. companies also have drastically reduced the number of managers as part of a downsizing strategy; not just to reduce salary expense, but also to streamline the organization in order to improve communication and decision making.
 
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jamescord

MP Guru
AGL Resources, Inc. is a Fortune 1000, Forbes 2000 energy services holding company. Their principal business is distribution of natural gas in Florida, Georgia, Maryland, New Jersey, Tennessee and Virginia, providing gas for more than 2.2 million customers


2
President
John Somerhalder
2
Director
Henry Wolf
3
Director
Dean O'Hare
2
Director
Charles McTier
2
Director
Sandra Bane
3
Director
Bettina Whyte
5
Director
Thomas Bell
4
Director
Dennis Love
3
Director
James Rubright
2
Director
Arthur Johnson
3
Director
Charles Crisp
2
Director
Wyck Knox
2
CFO
Andrew Evans
External Affairs
Kevin Madden
Legal & Ethics & Compliance
Paul Shlanta
Utility Operations
Henry Linginfelter
Pivotal Energy Development
Dana Grams
Sequent Energy Management
Peter Tumminello
Control & Accounting
Bryan Seas
Engineering & Operations
Ralph Cleveland
Government & Regulation
Bryan Batson
Human Resource & Marketing C...
Melanie Platt
Mid-Atlantic Operations
Jodi Gidley
Southern Operations
Suzanne Sitherwood
Treasurer & Tax
Steve Cave
9
Deputy, Legal
Jeffrey Brown
CFO, Sequent Energy Manageme...
Brian Little
Audit
Ronald Lepionka



This revised principle of the scientific management is relevant and much related to organizational structure, management, control and design. In the process of management control Taylor and the neo-Taylor groups suggests that management control is but a natural strategy in which management or employers’ responsibility is to ensure that all the processes and production operations within the company are stabilize and whatever problems that may arise are subject to the management decisions. The management should see to it that everything inside the organizational, in each divisions and departments are all in their proper order and positioning. The process of decision-making as well as formulating guidelines and rules within the organization should be the task observed by the management.

The control over the resources, production processes, and employees’ welfare are under the supervision of the management. This set-up in an organizational structure and design are patterned after the scientific management principle on management control. This revised principle suggests of the same rules applied by organizations in their own structures and design.


SBU Structure
called strategic business units (SBUs). Such units generally are set up like separate companies, with full profit and loss responsibility invested in the top management of the unit—often the president of the unit and/or a senior vice president of the larger corporation. This manager is responsible to the top management of the corporation. This arrangement can be seen as taking any of the aforementioned departmentalization schemes one step further. The SBUs might be based on product lines, geographic markets, or other differentiating factors. Figure 4 depicts SBUs organized by geographic area.

EMERGING TRENDS
IN ORGANIZATIONAL STRUCTURE

Except for the matrix organization, all the structures described above focus on the vertical organization; that is, who reports to whom, who has responsibility and authority for what parts of the organization, and so on. Such vertical integration is sometimes necessary, but may be a hindrance in rapidly changing environments. A detailed organizational chart of a large corporation structured on the traditional model would show many layers of managers; decision making flows vertically up and down the layers, but mostly downward. In general terms, this is an issue of interdependence.

In any organization, the different people and functions do not operate completely independently. To a greater or lesser degree, all parts of the organization need each other. Important developments in organizational design in the last few decades of the twentieth century and the early part of the twenty-first century have been attempts to understand the nature of interdependence and improve the functioning of organizations in respect to this factor. One approach is to flatten the organization, to develop the horizontal connections and de-emphasize vertical reporting relationships. At times, this involves simply eliminating layers of middle management. For example, some Japanese companies—even very large manufacturing firms—have only four levels of management: top management, plant management, department management, and section management. Some U.S. companies also have drastically reduced the number of managers as part of a downsizing strategy; not just to reduce salary expense, but also to streamline the organization in order to improve communication and decision making.

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