Aleris International is a producer of aluminum rolled and extruded products, recycled aluminum, and specification aluminum alloy manufacturing. It headquarters are in Beachwood, Ohio, a suburb of Cleveland, and it has access to 40 production facilities across the world.[1]

Aleris was formed in 2004 through the merger of Commonwealth Industries, Inc. and IMCO Recycling Inc.[1]

In February 2009, the US Justice Department filed suit against Aleris alleging that 15 of its plants had violated the Clean Air Act by emission of pollutants. In August 2009, Aleris settled the suit with the government, and agreed to pay a $4.6 million fine and spend an additional $4.2 million on new pollution controls at its plants.[2][3]

Aleris filed for Chapter 11 bankruptcy on 12 February 2009.[4] It announced plans in May 2010 to exit bankruptcy as a privately-held company owned by investment funds of Apollo Management, Oaktree Capital Management, and Sankaty Advisors.[
4
CEO
Steven Demetriou
Director
G. Wagoner
2
Director
Christopher Crane
5
Director
Steven Whisler
Director
Paul Lego
Director
Dale Kesler
CFO
Sean Stack
Europe
Roeland Baan
Legal & Secretary
Christopher Clegg
Human Resources & Communicat...
Thomas Weidenkopf
Recycling & Specifications, ...
Terrance Hogan
Rolled Products, North Ameri...
Alan Dick
Health, Safety & Environment
Kenneth Willings
3
Operations
Ralf Zimmermann
Americas Metals Procurement
Ted Lehman
Control
Scott McKinley
Treasurer
Michael Hobey
Accounting
Timothy Trombetta
Manufacturing, Europe
Alfred Haszler
Communication
Kristen Bihary
2
Risk Management
Kelly Thomas
Internal Audit
Edward Vargo
3
4
CEO
Steven Demetriou
Director
G. Wagoner
2
Director
Christopher Crane
5
Director
Steven Whisler
Director
Paul Lego
Director
Dale Kesler
CFO
Sean Stack
Europe
Roeland Baan
Legal & Secretary
Christopher Clegg
Human Resources & Communicat...
Thomas Weidenkopf
Recycling & Specifications, ...
Terrance Hogan
Rolled Products, North Ameri...
Alan Dick
Health, Safety & Environment
Kenneth Willings
3
Operations
Ralf Zimmermann
Americas Metals Procurement
Ted Lehman
Control
Scott McKinley
Treasurer
Michael Hobey
Accounting
Timothy Trombetta
Manufacturing, Europe
Alfred Haszler
Communication
Kristen Bihary
2
Risk Management
Kelly Thomas
Internal Audit
Edward Vargo
3
Sales & Marketing, NA
Stephen Stone


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.

“Management Standards”

This principle of scientific management speaks of a scientific way of selection, orientation, and training processes of the employees. For Taylor, there must be a set of rigid standards to follow in the process of selection, orientation and training in the recruitment process. This second principle, aware of its rigidity in standard procedures provides a strict screening of applicants that will produce highly qualified employees. This management strategy posits a similar approach with the new organizational structures and designs on the level of recruitment and training process. For instance, in the Ritz-Carlton management, the selection and screening process of applicants is rigid. There are screening procedures and interviews they hold in order to satisfactorily select competent applicants and upon accepting deserving applicants, they undergo three weeks of training and orientation in order to familiarize themselves with the history, philosophy, and nature of their work.

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.


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.
 
Last edited:

jamescord

MP Guru
Aleris International is a producer of aluminum rolled and extruded products, recycled aluminum, and specification aluminum alloy manufacturing. It headquarters are in Beachwood, Ohio, a suburb of Cleveland, and it has access to 40 production facilities across the world.[1]

Aleris was formed in 2004 through the merger of Commonwealth Industries, Inc. and IMCO Recycling Inc.[1]

In February 2009, the US Justice Department filed suit against Aleris alleging that 15 of its plants had violated the Clean Air Act by emission of pollutants. In August 2009, Aleris settled the suit with the government, and agreed to pay a $4.6 million fine and spend an additional $4.2 million on new pollution controls at its plants.[2][3]

Aleris filed for Chapter 11 bankruptcy on 12 February 2009.[4] It announced plans in May 2010 to exit bankruptcy as a privately-held company owned by investment funds of Apollo Management, Oaktree Capital Management, and Sankaty Advisors.[
4
CEO
Steven Demetriou
Director
G. Wagoner
2
Director
Christopher Crane
5
Director
Steven Whisler
Director
Paul Lego
Director
Dale Kesler
CFO
Sean Stack
Europe
Roeland Baan
Legal & Secretary
Christopher Clegg
Human Resources & Communicat...
Thomas Weidenkopf
Recycling & Specifications, ...
Terrance Hogan
Rolled Products, North Ameri...
Alan Dick
Health, Safety & Environment
Kenneth Willings
3
Operations
Ralf Zimmermann
Americas Metals Procurement
Ted Lehman
Control
Scott McKinley
Treasurer
Michael Hobey
Accounting
Timothy Trombetta
Manufacturing, Europe
Alfred Haszler
Communication
Kristen Bihary
2
Risk Management
Kelly Thomas
Internal Audit
Edward Vargo
3
4
CEO
Steven Demetriou
Director
G. Wagoner
2
Director
Christopher Crane
5
Director
Steven Whisler
Director
Paul Lego
Director
Dale Kesler
CFO
Sean Stack
Europe
Roeland Baan
Legal & Secretary
Christopher Clegg
Human Resources & Communicat...
Thomas Weidenkopf
Recycling & Specifications, ...
Terrance Hogan
Rolled Products, North Ameri...
Alan Dick
Health, Safety & Environment
Kenneth Willings
3
Operations
Ralf Zimmermann
Americas Metals Procurement
Ted Lehman
Control
Scott McKinley
Treasurer
Michael Hobey
Accounting
Timothy Trombetta
Manufacturing, Europe
Alfred Haszler
Communication
Kristen Bihary
2
Risk Management
Kelly Thomas
Internal Audit
Edward Vargo
3
Sales & Marketing, NA
Stephen Stone


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.

“Management Standards”

This principle of scientific management speaks of a scientific way of selection, orientation, and training processes of the employees. For Taylor, there must be a set of rigid standards to follow in the process of selection, orientation and training in the recruitment process. This second principle, aware of its rigidity in standard procedures provides a strict screening of applicants that will produce highly qualified employees. This management strategy posits a similar approach with the new organizational structures and designs on the level of recruitment and training process. For instance, in the Ritz-Carlton management, the selection and screening process of applicants is rigid. There are screening procedures and interviews they hold in order to satisfactorily select competent applicants and upon accepting deserving applicants, they undergo three weeks of training and orientation in order to familiarize themselves with the history, philosophy, and nature of their work.

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.


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.

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