Albemarle Corporation (NYSE: ALB) is a chemical company with corporate headquarters in Baton Rouge, Louisiana. It is a globally recognized specialty chemical manufacturing enterprise.


CEO
Mark Rohr
5
Director
John Sherman
4
Director
Alfred Broaddus
2
Director
William Ide
2
Director
Harriett Taggart
2
Director
Richard Morrill
3
Director
Anne Whittemore
5
Director
Barry Perry
4
Director
William Hernandez
3
Director
Charles Stewart
Director
Jim Nokes
2
COO
John Steitz
Media Relations
Stephanie Dixon
President
Luther Kissam
CFO
Scott Tozier
2
Legal
Karen Narwold
2
Business Development
Milan Shah
Sustainability
David Clary
Sales
Matthew Juneau
Human Resources
Darian Rich
Manufacturing Operations
Ronald Zumstein
Manufacturing Technology
Lloyd Crasto
Catalysts
John Nicols
Fine Chemicals
Ronald Gardner
Polymer Additives
Luc Van Muylem
Polymer Solutions
Anthony Parnell
Investor Relations
Sandra Rodriguez
3
Accounting & Control
William Allen
Treasurer & Tax
Richard Fishman
Compliance & Secretary
Nicole Daniel
Health, Safety & Environment
Niomi Krzystowczyk
Strategic Manufacturing
Karl Meyer



The collective effort of employees creates a better atmosphere and quality work within the company. This in turn produces high quality of production not only of needs but of knowledge.

In the new organizational structure and management, cooperation principle of scientific management is no longer used as a term, but evolved as a group formation, characteristics and effectiveness.

Moreover, because of such evolution and development in theories and approaches, organizations imbibed effective and new approaches in order to respond effectively to the ‘signs of the times’ the demands generated by the phenomenon of globalization and global competition.

“Management Research”

This revised principle of scientific management clearly seen and used in the new organizational structure and design. The need for research and constant examination of designs, structures, and approaches inside the organization is imperative.

Some organizations find that none of the afore-mentioned structures meet their needs. One approach that attempts to overcome the inadequacies is the matrix structure, which is the combination of two or more different structures. Functional departmentalization commonly is combined with product groups on a project basis. For example, a product group wants to develop a new addition to its line; for this project, it obtains personnel from functional departments such as research, engineering, production, and marketing. These personnel then work under the manager of the product group for the duration of the project, which can vary greatly. These personnel are responsible to two managers (as shown in Figure 3).

One advantage of a matrix structure is that it facilitates the use of highly specialized staff and equipment. Rather than duplicating functions as would be done in a simple product department structure, resources are shared as needed. In some cases, highly specialized staff may divide their time among more than one project. In addition, maintaining functional departments promotes functional expertise, while at the same time working in project groups with experts from other functions fosters cross-fertilization of ideas.

The disadvantages of a matrix organization arise from the dual reporting structure. The organization's top management must take particular care to establish proper procedures for the development of projects and to keep communication channels clear so that potential conflicts do not arise and hinder organizational functioning. In theory at least, top management is responsible for arbitrating such conflicts, but in practice power struggles between the functional and product manager can prevent successful implementation of matrix structural arrangements. Besides the product/function matrix, other bases can be related in a matrix. Large multinational corporations that use a matrix structure most commonly combine product groups with geographic units. Product managers have global responsibility for the development, manufacturing, and distribution of their own product or service line, while managers of geographic regions have responsibility for the success of the business in their regions.
 
Last edited:

jamescord

MP Guru
Albemarle Corporation (NYSE: ALB) is a chemical company with corporate headquarters in Baton Rouge, Louisiana. It is a globally recognized specialty chemical manufacturing enterprise.


CEO
Mark Rohr
5
Director
John Sherman
4
Director
Alfred Broaddus
2
Director
William Ide
2
Director
Harriett Taggart
2
Director
Richard Morrill
3
Director
Anne Whittemore
5
Director
Barry Perry
4
Director
William Hernandez
3
Director
Charles Stewart
Director
Jim Nokes
2
COO
John Steitz
Media Relations
Stephanie Dixon
President
Luther Kissam
CFO
Scott Tozier
2
Legal
Karen Narwold
2
Business Development
Milan Shah
Sustainability
David Clary
Sales
Matthew Juneau
Human Resources
Darian Rich
Manufacturing Operations
Ronald Zumstein
Manufacturing Technology
Lloyd Crasto
Catalysts
John Nicols
Fine Chemicals
Ronald Gardner
Polymer Additives
Luc Van Muylem
Polymer Solutions
Anthony Parnell
Investor Relations
Sandra Rodriguez
3
Accounting & Control
William Allen
Treasurer & Tax
Richard Fishman
Compliance & Secretary
Nicole Daniel
Health, Safety & Environment
Niomi Krzystowczyk
Strategic Manufacturing
Karl Meyer



The collective effort of employees creates a better atmosphere and quality work within the company. This in turn produces high quality of production not only of needs but of knowledge.

In the new organizational structure and management, cooperation principle of scientific management is no longer used as a term, but evolved as a group formation, characteristics and effectiveness.

Moreover, because of such evolution and development in theories and approaches, organizations imbibed effective and new approaches in order to respond effectively to the ‘signs of the times’ the demands generated by the phenomenon of globalization and global competition.

“Management Research”

This revised principle of scientific management clearly seen and used in the new organizational structure and design. The need for research and constant examination of designs, structures, and approaches inside the organization is imperative.

Some organizations find that none of the afore-mentioned structures meet their needs. One approach that attempts to overcome the inadequacies is the matrix structure, which is the combination of two or more different structures. Functional departmentalization commonly is combined with product groups on a project basis. For example, a product group wants to develop a new addition to its line; for this project, it obtains personnel from functional departments such as research, engineering, production, and marketing. These personnel then work under the manager of the product group for the duration of the project, which can vary greatly. These personnel are responsible to two managers (as shown in Figure 3).

One advantage of a matrix structure is that it facilitates the use of highly specialized staff and equipment. Rather than duplicating functions as would be done in a simple product department structure, resources are shared as needed. In some cases, highly specialized staff may divide their time among more than one project. In addition, maintaining functional departments promotes functional expertise, while at the same time working in project groups with experts from other functions fosters cross-fertilization of ideas.

The disadvantages of a matrix organization arise from the dual reporting structure. The organization's top management must take particular care to establish proper procedures for the development of projects and to keep communication channels clear so that potential conflicts do not arise and hinder organizational functioning. In theory at least, top management is responsible for arbitrating such conflicts, but in practice power struggles between the functional and product manager can prevent successful implementation of matrix structural arrangements. Besides the product/function matrix, other bases can be related in a matrix. Large multinational corporations that use a matrix structure most commonly combine product groups with geographic units. Product managers have global responsibility for the development, manufacturing, and distribution of their own product or service line, while managers of geographic regions have responsibility for the success of the business in their regions.

Hey there,

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

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