netrashetty
MP Guru
Organisational Structure of American Broadcasting Company : The American Broadcasting Company (ABC) is an American television network. Created in 1943 from the former NBC Blue radio network, ABC is owned by The Walt Disney Company and is part of Disney-ABC Television Group. Its first broadcast on television was in 1948. As one of the Big Three television networks, its programming has contributed to American popular culture.
Corporate headquarters are in the Upper West Side of Manhattan in New York City,[1] while programming offices are in Burbank, California adjacent to the Walt Disney Studios and the corporate headquarters of The Walt Disney Company.
The formal name of the operation is American Broadcasting Companies, Inc., and that name appears on copyright notices for its in-house network productions and on all official documents of the company, including paychecks and contracts. A separate entity named ABC Inc., formerly Capital Cities/ABC Inc., is that firm's direct parent company, and that company is owned in turn by Disney. The network is sometimes referred to as the "Alphabet Network", due to the letters "ABC" being the first three letters of the Latin alphabet, in order.
CEO
Dominique Ceolin
Director
Jean-Francois Drouets
Director
Xavier Chauderlot
Director
Jean-Christophe Estève
Director
Jacques Chevalier
Director
Didier Dumas
Trading Strategies
Franck Durin
Legal & Tax Department
Jean-Michel Bonnichon
Finance Internal Control
Laetitia Hucheloup
Financial Operations
Alexandre Ospital
CIO
Boris Chartrins
Julien Aumont Communication ...
Julien Aumont
Research & Analysis
Marie Bourdelin
Equity Financing
David Hoey
s type of leadership are: idealized influence (charismatic leadership), inspirational motivation, intellectual stimulation, and individualized consideration. Wu and group (2007) describe each characteristics starting with individualized consideration, followed by inspirational motivation and idealized influence, and lastly of intellectual stimulation. Individualized consideration is the dimension where the leader attends to the needs and wants of the followers. This is done through mentoring, supporting, encouraging, and coaching with special attention given on how to enhance and properly use their individual competencies. Inspirational motivation is the dimension where the leader poses a compelling vision to be achieved by using affective and values-relevant arguments that aims to generate a sense of collective identification. Further, idealized influence is the dimension where the leader acts as the role model whom the followers emulate. This is exemplified in situations that require sacrificing personal benefits for the group’s common good, projecting an image that is supported by commendable performance, , and holding on the practices of ethical decision making. Lastly, intellectual stimulation is the dimension where the leader is challenged by the followers to have critical and analytical skills in facing problems and looking on different perspectives in order to come up with most appropriate solutions. It also includes the encouragement of followers to be mindful of impending problems and challenges that will affect the group and the whole organisation.
Divisional organizations
Split into self-contained units, able to react to environmental changes as quickly as small companies, they are also described as multidivisional or 'M-form' organizations. (...) Divisions encourage team spirit and identification with a product or region. Managers can develop broad skills as they have control of all basic functions. (...) Each division is likely to have a devolved human resource function. But there is a risk of duplicating activities between head office and divisional human resource departments and of conflict between staff in successful and unsuccessful divisions. (...) The divisional function may play a coordinating role, reconciling decisions taken at the corporate and business unit levels. This results in a complex picture of people management.
Roberts (2004: 32) argues that whereas strategic choice and organizational design are are immensely complex - indeed, 'mindbogglingly complicated' - there is an underlying logic based on the concept of 'fit':
Certain strategies and organizational designs do fit one another and the environment, and thus produce good performance, and others do not. Moreover, there are frequently recognizable, understandable, and predictable relations among the environmental features and the choice variables of strategy and organization that determine which constellations of choices will do well and which are less likely to do so. These relations arise for both technological and behavioral reasons. Recognizing these relations and understanding their implications can guide the design problem."
Corporate headquarters are in the Upper West Side of Manhattan in New York City,[1] while programming offices are in Burbank, California adjacent to the Walt Disney Studios and the corporate headquarters of The Walt Disney Company.
The formal name of the operation is American Broadcasting Companies, Inc., and that name appears on copyright notices for its in-house network productions and on all official documents of the company, including paychecks and contracts. A separate entity named ABC Inc., formerly Capital Cities/ABC Inc., is that firm's direct parent company, and that company is owned in turn by Disney. The network is sometimes referred to as the "Alphabet Network", due to the letters "ABC" being the first three letters of the Latin alphabet, in order.
CEO
Dominique Ceolin
Director
Jean-Francois Drouets
Director
Xavier Chauderlot
Director
Jean-Christophe Estève
Director
Jacques Chevalier
Director
Didier Dumas
Trading Strategies
Franck Durin
Legal & Tax Department
Jean-Michel Bonnichon
Finance Internal Control
Laetitia Hucheloup
Financial Operations
Alexandre Ospital
CIO
Boris Chartrins
Julien Aumont Communication ...
Julien Aumont
Research & Analysis
Marie Bourdelin
Equity Financing
David Hoey
s type of leadership are: idealized influence (charismatic leadership), inspirational motivation, intellectual stimulation, and individualized consideration. Wu and group (2007) describe each characteristics starting with individualized consideration, followed by inspirational motivation and idealized influence, and lastly of intellectual stimulation. Individualized consideration is the dimension where the leader attends to the needs and wants of the followers. This is done through mentoring, supporting, encouraging, and coaching with special attention given on how to enhance and properly use their individual competencies. Inspirational motivation is the dimension where the leader poses a compelling vision to be achieved by using affective and values-relevant arguments that aims to generate a sense of collective identification. Further, idealized influence is the dimension where the leader acts as the role model whom the followers emulate. This is exemplified in situations that require sacrificing personal benefits for the group’s common good, projecting an image that is supported by commendable performance, , and holding on the practices of ethical decision making. Lastly, intellectual stimulation is the dimension where the leader is challenged by the followers to have critical and analytical skills in facing problems and looking on different perspectives in order to come up with most appropriate solutions. It also includes the encouragement of followers to be mindful of impending problems and challenges that will affect the group and the whole organisation.
Divisional organizations
Split into self-contained units, able to react to environmental changes as quickly as small companies, they are also described as multidivisional or 'M-form' organizations. (...) Divisions encourage team spirit and identification with a product or region. Managers can develop broad skills as they have control of all basic functions. (...) Each division is likely to have a devolved human resource function. But there is a risk of duplicating activities between head office and divisional human resource departments and of conflict between staff in successful and unsuccessful divisions. (...) The divisional function may play a coordinating role, reconciling decisions taken at the corporate and business unit levels. This results in a complex picture of people management.
Roberts (2004: 32) argues that whereas strategic choice and organizational design are are immensely complex - indeed, 'mindbogglingly complicated' - there is an underlying logic based on the concept of 'fit':
Certain strategies and organizational designs do fit one another and the environment, and thus produce good performance, and others do not. Moreover, there are frequently recognizable, understandable, and predictable relations among the environmental features and the choice variables of strategy and organization that determine which constellations of choices will do well and which are less likely to do so. These relations arise for both technological and behavioral reasons. Recognizing these relations and understanding their implications can guide the design problem."
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