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Organisational Structure of Apache Software Foundation

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Organisational Structure of Apache Software Foundation
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Netra Shetty
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Organisational Structure of Apache Software Foundation - February 1st, 2011

The Apache Software Foundation (ASF) is a non-profit corporation (classified as 501(c)(3) in the United States) to support Apache software projects, including the Apache HTTP Server. The ASF was formed from the Apache Group and incorporated in Delaware, USA, in June 1999,[1] .[2]

The Apache Software Foundation is a decentralized community of developers. The software they produce is distributed under the terms of the Apache License and is therefore free and open source software (FOSS). The Apache projects are characterized by a collaborative, consensus-based development process and an open and pragmatic software license. Each project is managed by a self-selected team of technical experts who are active contributors to the project. The ASF is a meritocracy, implying that membership to the foundation is granted only to volunteers who have actively contributed to Apache projects. The ASF is considered a second generation[3] open-source organization.

Among the ASF's objectives are to provide legal protection[4] to volunteers working on Apache projects, and to prevent the Apache brand name from being used by other organizations without permission.

The ASF also holds several ApacheCon conferences each year, highlighting Apache projects, related technology, and encouraging Apache developers to gather together.


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Steven Farris
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Director
George Lawrence
2
Director
Rodman Patton
Director
Charles Pitman
2
Director
Patricia Graham
Director
John Kocur
2
Director
A. Frazier
2
Director
F. Merelli
Director
Frederick Bohen
Director
Randolph Ferlic
Director
Eugene Fiedorek
6
CFO
Thomas Chambers
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Australia & Apache Energy
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Robert Johnston
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The delegation of authority creates a chain of command, the formal
channel that defines the lines of authority from the top to the bottom
of an organization. As shown in Figure 2–2, the chain of command
consists of a series of relationships from the highest position in the organization
to the lowest. The chain of command specifies a clear reporting
relationship for each person in the organization and should
be followed in both downward and upward communication. Following
the chain of command enables each new employee, no matter what
his or her position, to know exactly for whom and to whom he or she
is responsible.
RESIDENT
MANAGER
Figure 2–2 Chain of Command
38 Chapter 2 Organizational Structure
When designing an organizational structure, managers must consider
the distribution of authority. Defined simply, authority is the organizationally
sanctioned right to make a decision. Authority can be
distributed throughout an organization or held in the hands of a few
select employees. Decentralization is the process of distributing authority
throughout an organization. In a decentralized organization,
an organization member has the right to make a decision without obtaining
approval from a higher-level manager. Centralization is the retention
of decision-making authority by a high-level manager.
Traditionally, hotel and lodging management has been very centralized,
probably due to its roots in small, owner-operated lodging. In
recent years, as the hotel and lodging industry has expanded, decentralization
has become a more frequent style of operation.
Decentralization has several advantages. Managers are encouraged
to develop decision-making skills, which help them advance in their
careers. The autonomy afforded by this style of operation also increases
job satisfaction and motivation. When employees are encouraged to
perform well, the profitability of the organization increases.
Many hotel and lodging organizations have begun to empower employees
and supervisors to make decisions that typically have been
made by managers. One example that we have already discussed is the
use of the quality circle. For example, if a front desk agent determines
that a guest’s bill is incorrect, in a decentralized organization the agent
has the power to make the correction immediately. If that same front
desk agent determines that a guest’s stay has been unsatisfactory, he
or she has the power to reduce the guest’s bill by an amount previ-
Board of Directors
General Manager
Resident Manager
Rooms Division Manager
Front Office Manager
Front Desk
Agent
Courtesy
Van Driver
Bell
Captain Concierge Doorman Auto Valet
Span of Control 39
ously specified by management. Additional challenges, control of the
process, and quality assessment become part of everyone’s job, and
each employee is given the authority to take positive actions that will
lead to high quality and improved performance.6
SPAN OF CONTROL
Span of control refers to the number of people who report to one
manager or supervisor. A wide span of control results in a flat organization—
that is, a large number of employees reporting to one supervisor
(see Figure 2–3a). A narrow span of control results in a tall organization,
in which a small number of employees report to a
supervisor, necessitating a larger number of supervisors (see Figure
2–3b). (Note that the organizations represented in Figures 2–3a and
2–3b have the same number of employees.) No formula exists for determining
the ideal span of control. The following factors determine
the most appropriate span of control: task similarity, training and professionalism,
task certainty, frequency of interaction, task integration,
and physical dispersion
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Re: Organisational Structure of Apache Software Foundation
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James Cord
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Re: Organisational Structure of Apache Software Foundation - April 2nd, 2016

Quote:
Originally Posted by netrashetty View Post
The Apache Software Foundation (ASF) is a non-profit corporation (classified as 501(c)(3) in the United States) to support Apache software projects, including the Apache HTTP Server. The ASF was formed from the Apache Group and incorporated in Delaware, USA, in June 1999,[1] .[2]

The Apache Software Foundation is a decentralized community of developers. The software they produce is distributed under the terms of the Apache License and is therefore free and open source software (FOSS). The Apache projects are characterized by a collaborative, consensus-based development process and an open and pragmatic software license. Each project is managed by a self-selected team of technical experts who are active contributors to the project. The ASF is a meritocracy, implying that membership to the foundation is granted only to volunteers who have actively contributed to Apache projects. The ASF is considered a second generation[3] open-source organization.

Among the ASF's objectives are to provide legal protection[4] to volunteers working on Apache projects, and to prevent the Apache brand name from being used by other organizations without permission.

The ASF also holds several ApacheCon conferences each year, highlighting Apache projects, related technology, and encouraging Apache developers to gather together.


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CEO
Steven Farris
2
Director
George Lawrence
2
Director
Rodman Patton
Director
Charles Pitman
2
Director
Patricia Graham
Director
John Kocur
2
Director
A. Frazier
2
Director
F. Merelli
Director
Frederick Bohen
Director
Randolph Ferlic
Director
Eugene Fiedorek
6
CFO
Thomas Chambers
International
RE
North America
JC
Secretary
CP
CTO
MB
Gulf Coast Region
JJ
2
President
Roger Plank
Reservoir Engineering
KO
Legal
AL
2
Communication & Corporate Af...
Robert Dye
Human Resources
MH
Treasury & Administration
MD
Accounting & Control
RH
Strategy & Investor Relations
AL
Tax
JS
Argentina
JG
Egypt
TV
2
Australia & Apache Energy
Thomas Maher
8
Central Region
Robert Johnston
Gulf Coast Onshore
PM
2
United Kingdom North Sea
James House
2
Deepwater Region
Cory Loegering
Permian Region
JC
Canada
TW
Gas Monetization
JM
2
Development
DF
Environmental, Health & Safe...
DC
Information Technology
AM
Security
ADA
Exploration & New Ventures
JB
Associate Legal
DR
Policy & Governance
ST
Government Affairs

The delegation of authority creates a chain of command, the formal
channel that defines the lines of authority from the top to the bottom
of an organization. As shown in Figure 2–2, the chain of command
consists of a series of relationships from the highest position in the organization
to the lowest. The chain of command specifies a clear reporting
relationship for each person in the organization and should
be followed in both downward and upward communication. Following
the chain of command enables each new employee, no matter what
his or her position, to know exactly for whom and to whom he or she
is responsible.
RESIDENT
MANAGER
Figure 2–2 Chain of Command
38 Chapter 2 Organizational Structure
When designing an organizational structure, managers must consider
the distribution of authority. Defined simply, authority is the organizationally
sanctioned right to make a decision. Authority can be
distributed throughout an organization or held in the hands of a few
select employees. Decentralization is the process of distributing authority
throughout an organization. In a decentralized organization,
an organization member has the right to make a decision without obtaining
approval from a higher-level manager. Centralization is the retention
of decision-making authority by a high-level manager.
Traditionally, hotel and lodging management has been very centralized,
probably due to its roots in small, owner-operated lodging. In
recent years, as the hotel and lodging industry has expanded, decentralization
has become a more frequent style of operation.
Decentralization has several advantages. Managers are encouraged
to develop decision-making skills, which help them advance in their
careers. The autonomy afforded by this style of operation also increases
job satisfaction and motivation. When employees are encouraged to
perform well, the profitability of the organization increases.
Many hotel and lodging organizations have begun to empower employees
and supervisors to make decisions that typically have been
made by managers. One example that we have already discussed is the
use of the quality circle. For example, if a front desk agent determines
that a guest’s bill is incorrect, in a decentralized organization the agent
has the power to make the correction immediately. If that same front
desk agent determines that a guest’s stay has been unsatisfactory, he
or she has the power to reduce the guest’s bill by an amount previ-
Board of Directors
General Manager
Resident Manager
Rooms Division Manager
Front Office Manager
Front Desk
Agent
Courtesy
Van Driver
Bell
Captain Concierge Doorman Auto Valet
Span of Control 39
ously specified by management. Additional challenges, control of the
process, and quality assessment become part of everyone’s job, and
each employee is given the authority to take positive actions that will
lead to high quality and improved performance.6
SPAN OF CONTROL
Span of control refers to the number of people who report to one
manager or supervisor. A wide span of control results in a flat organization—
that is, a large number of employees reporting to one supervisor
(see Figure 2–3a). A narrow span of control results in a tall organization,
in which a small number of employees report to a
supervisor, necessitating a larger number of supervisors (see Figure
2–3b). (Note that the organizations represented in Figures 2–3a and
2–3b have the same number of employees.) No formula exists for determining
the ideal span of control. The following factors determine
the most appropriate span of control: task similarity, training and professionalism,
task certainty, frequency of interaction, task integration,
and physical dispersion
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