netrashetty
MP Guru
The Archer Daniels Midland Company (NYSE: ADM) is a conglomerate headquartered in Decatur, Illinois.[3][4][5] ADM operates more than 270 plants worldwide, where cereal grains and oilseeds are processed into products used in food, beverage, nutraceutical, industrial and animal feed markets worldwide.
ADM also provides agricultural storage and transportation services. The American River Transportation Company along with ADM Trucking, Inc are subsidiaries of ADM. ADM's revenues for fiscal 2009 were US $69.2 billion.[2]
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2
CEO
Patricia Woertz
2
Director
Antonio Maciel Neto
3
Director
Victoria Haynes
4
Director
George Buckley
14
Director
Thomas O'Neill
3
Director
Kelvin Westbrook
2
Director
Pierre Dufour
2
Director
Mollie Carter
3
Sempra Energy
Donald Felsinger
2
Lead Director
Patrick Moore
2
CFO
Steven Mills
3
Commercial & Production
John Rice
52
Legal & Secretary
David Smith
Human Resources
Md
Oilseeds
MJ
Corn
MB
Agricultural Services
CH
Cocoa, Malt & Milling
MB
Communication
VP
Assistant Treasurer
RB
Audit
MS
Compliance & Ethics
SR
Control
JS
2
Asia-Pacific
Ismael Roig
Finance
VL
Insurance & Risk Management
ML
Assistant Legal
SF
2
Assistant Secretary
Scott Roberts
Government Relations
SH
2
Oilseeds Production
KH
Corn Sweeteners & Starches
DR
Corn Processing
RK
ACTI, Germany
GT
Corporate Security & Service...
MC
Grain
Organizational structure depends on the product to be developed. Wheelwright and Clark define a continuum of organizational structures between two extremes, functional organizations and project organizations. Functional organizations are organized according to technological disciplines. Senior functional managers are respnsible for allocating resources. The responsibility for the total product is not allocated to a single person. Coordination occurs through rules and procedures, detailed specifications, shared traditions among engineers and meetings (ad hoc and structured). Products that need a high level of specialized knowledge require a functionally organized structure.
A light-weighted matrix organization remains functional and the level of specialization is comparable to that found in the functional mode. What is different, is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitate achievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no direct access to working-level people.
A heavy-weighted matrix organization exists of a matrix with dominant the project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing and concept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. compared to functional managers, because they have no direct access to working-level people.
Understanding the historical context from which some of today's organizational structures have developed helps to explain why some structures are the way they are. For instance, why are the old, but still operational steel mills such as U.S. Steel and Bethlehem Steel structured using vertical hierarchies? Why are newer steel mini-mills such as Chaparral Steel structured more horizontally, capitalizing on the innovativeness of their employees? Part of the reason, as this section discusses, is that organizational structure has a certain inertia—the idea borrowed from physics and chemistry that something in motion tends to continue on that same path. Changing an organization's structure is a daunting managerial task, and the immensity of such a project is at least partly responsible for why organizational structures change infrequently.
At the beginning of the twentieth century the United States business sector was thriving. Industry was shifting from job-shop manufacturing to mass production, and thinkers like Frederick Taylor in the United States and Henri Fayol in France studied the new systems and developed principles to determine how to structure organizations for the greatest efficiency and productivity, which in their view was very much like a machine. Even before this, German sociologist and engineer Max Weber had concluded that when societies embrace capitalism, bureaucracy is the inevitable result. Yet, because his writings were not translated into English until 1949, Weber's work had little influence on American management practice until the middle of the twentieth century.
ADM also provides agricultural storage and transportation services. The American River Transportation Company along with ADM Trucking, Inc are subsidiaries of ADM. ADM's revenues for fiscal 2009 were US $69.2 billion.[2]
I certify that my modifications are exact
Confirm Cancel
2
CEO
Patricia Woertz
2
Director
Antonio Maciel Neto
3
Director
Victoria Haynes
4
Director
George Buckley
14
Director
Thomas O'Neill
3
Director
Kelvin Westbrook
2
Director
Pierre Dufour
2
Director
Mollie Carter
3
Sempra Energy
Donald Felsinger
2
Lead Director
Patrick Moore
2
CFO
Steven Mills
3
Commercial & Production
John Rice
52
Legal & Secretary
David Smith
Human Resources
Md
Oilseeds
MJ
Corn
MB
Agricultural Services
CH
Cocoa, Malt & Milling
MB
Communication
VP
Assistant Treasurer
RB
Audit
MS
Compliance & Ethics
SR
Control
JS
2
Asia-Pacific
Ismael Roig
Finance
VL
Insurance & Risk Management
ML
Assistant Legal
SF
2
Assistant Secretary
Scott Roberts
Government Relations
SH
2
Oilseeds Production
KH
Corn Sweeteners & Starches
DR
Corn Processing
RK
ACTI, Germany
GT
Corporate Security & Service...
MC
Grain
Organizational structure depends on the product to be developed. Wheelwright and Clark define a continuum of organizational structures between two extremes, functional organizations and project organizations. Functional organizations are organized according to technological disciplines. Senior functional managers are respnsible for allocating resources. The responsibility for the total product is not allocated to a single person. Coordination occurs through rules and procedures, detailed specifications, shared traditions among engineers and meetings (ad hoc and structured). Products that need a high level of specialized knowledge require a functionally organized structure.
A light-weighted matrix organization remains functional and the level of specialization is comparable to that found in the functional mode. What is different, is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitate achievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no direct access to working-level people.
A heavy-weighted matrix organization exists of a matrix with dominant the project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing and concept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager. compared to functional managers, because they have no direct access to working-level people.
Understanding the historical context from which some of today's organizational structures have developed helps to explain why some structures are the way they are. For instance, why are the old, but still operational steel mills such as U.S. Steel and Bethlehem Steel structured using vertical hierarchies? Why are newer steel mini-mills such as Chaparral Steel structured more horizontally, capitalizing on the innovativeness of their employees? Part of the reason, as this section discusses, is that organizational structure has a certain inertia—the idea borrowed from physics and chemistry that something in motion tends to continue on that same path. Changing an organization's structure is a daunting managerial task, and the immensity of such a project is at least partly responsible for why organizational structures change infrequently.
At the beginning of the twentieth century the United States business sector was thriving. Industry was shifting from job-shop manufacturing to mass production, and thinkers like Frederick Taylor in the United States and Henri Fayol in France studied the new systems and developed principles to determine how to structure organizations for the greatest efficiency and productivity, which in their view was very much like a machine. Even before this, German sociologist and engineer Max Weber had concluded that when societies embrace capitalism, bureaucracy is the inevitable result. Yet, because his writings were not translated into English until 1949, Weber's work had little influence on American management practice until the middle of the twentieth century.