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Organisational Structure of BFG Technologies


Organisational Structure of BFG Technologies

Discuss Organisational Structure of BFG Technologies within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; BFG Technologies was a privately held U.S.-based supplier of power supplies and 3D video cards based on NVIDIA graphics technology ...

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Organisational Structure of BFG Technologies
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Netra Shetty
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netrashetty
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Organisational Structure of BFG Technologies - February 2nd, 2011

BFG Technologies was a privately held U.S.-based supplier of power supplies and 3D video cards based on NVIDIA graphics technology and a manufacturer of high-end gaming/home theater computer systems. BFG Technologies branded products were available in North America and Europe at retailers and e-tailers. The company's main headquarters were located in Lake County, Illinois, near Lake Forest.


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3
CEO
Douglas Oberhelman
3
Director
William Osborn
4
Director
Joshua Smith
4
Director
Charles Powell
3
Director
Eugene Fife
2
Director
Daniel Dickinson
4
Director
Edward Rust
4
Director
David Goode
Director
Peter Magowan
2
Director
Gail Fosler
Director
John Brazil
7
Director
John Dillon
3
Director
Juan Gallardo
4
Director
Frank Blount
Director
Susan Schewab
CFO
Edward Rapp
CTO
TU
3
Group President
Steven Wunning
3
Group President
Stuart Levenick
2
Group President
Richard Lavin
2
EMEA, Marine & Petroleum Pow...
Gerard Vittecoq
3
CIO
John Heller
Procurement
FC
Legal & Secretary
JB
Solar Turbines
SG
2
Building Construction Produc...
Mary Bell
Financial Products
KA
Advanced Systems
HH
Core Components
GF
Core Components Division
DB
Large Power Systems Division
GS
Electronics & Machine Systems
MP
Marketing & Product Support
RB
3
Caterpillar Logistics Servic...
Stephen Larson
9
Americas Distribution Servic...
James Parker
13
Americas Operations Division
Robert Williams
Quarry & Specialty Industrie...
WS
Mining
CC
Caterpillar Japan
AB
Earthmoving
TB
Excavation Division
GS
China
JZ
Asia Pacific Distribution
RC
EMEA Distribution
PF
Marine & Petroleum Power
RC
Electric Power Division
WR
EMEA Oprerations Division
CS
2
Production Center of Excelle...
James Waters
Assistant Secretary
LH
Assistant Treasurer
RB
IT & Engineering Services
JD
Accounting
JC
Audit
ES
Ethics & Compliance
CS
Control
BH
Treasurer
KC
Progress Rail Services
WA
4
Remanufacturing
Steven Fisher
Industrial Power Systems
GH
Solar Turbines

The results of the analysis carried out on the impacts culture on the organizational structure of Dyson indicated very significant effects, even amidst the threats of unrest. Therefore, we could conclude that the organizational structure of the company could still be expected to improve faster than average.

The review of the company’s organizational structure capabilities and culture revealed very little inconsistencies regarding its strategies. This is coherent with their traditional inside-out approach. However, the need to reconcile both the inside-out and outside-in cultural approaches becomes imperative now for the company.

The analysis among the culture as well as the organizational structure of the company revealed certain gaps, most of which are biased towards the environment. However, these gaps paved the way towards determining a number of recommended strategic options to secure the company’s competitiveness.


*


* Process Improvement and Reengineering -- data-based tools and techniques, flowcharting, and other "mapping" approaches improve processes at micro or departmental levels. In other cases, processes are radically reengineered across vertical departments at macro or strategic levels.

* Training and Development -- many executives recognize the need for massive improvements in skill levels throughout their organizations. This is leading to major increases in technical, personal communications and effectiveness, team (leaders and members), data-based tools and techniques, process improvement and management, and coaching skill development.

* Technology -- investments in factory automation, information systems, voice and data communication systems, inventory control systems, and so on are growing rapidly as companies push for higher productivity, faster response times, and improved service/quality.

Many of the above efforts are piecemeal or implemented in isolation. For example, training and development, customer service, technology, and process reengineering are often implemented by separate departments with little or no joint planning and coordination. As a result, products or services are either better or faster or cheaper or newer, but rarely all four. That leads to a weakened competitive position. And cynicism for subsequent change programs grows throughout the organization.
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Last edited by netrashetty; February 2nd, 2011 at 11:52 AM..
   
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Re: Organisational Structure of BFG Technologies
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James Cord
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Re: Organisational Structure of BFG Technologies - April 2nd, 2016

Quote:
Originally Posted by netrashetty View Post
BFG Technologies was a privately held U.S.-based supplier of power supplies and 3D video cards based on NVIDIA graphics technology and a manufacturer of high-end gaming/home theater computer systems. BFG Technologies branded products were available in North America and Europe at retailers and e-tailers. The company's main headquarters were located in Lake County, Illinois, near Lake Forest.


I certify that my modifications are exact
Confirm Cancel
3
CEO
Douglas Oberhelman
3
Director
William Osborn
4
Director
Joshua Smith
4
Director
Charles Powell
3
Director
Eugene Fife
2
Director
Daniel Dickinson
4
Director
Edward Rust
4
Director
David Goode
Director
Peter Magowan
2
Director
Gail Fosler
Director
John Brazil
7
Director
John Dillon
3
Director
Juan Gallardo
4
Director
Frank Blount
Director
Susan Schewab
CFO
Edward Rapp
CTO
TU
3
Group President
Steven Wunning
3
Group President
Stuart Levenick
2
Group President
Richard Lavin
2
EMEA, Marine & Petroleum Pow...
Gerard Vittecoq
3
CIO
John Heller
Procurement
FC
Legal & Secretary
JB
Solar Turbines
SG
2
Building Construction Produc...
Mary Bell
Financial Products
KA
Advanced Systems
HH
Core Components
GF
Core Components Division
DB
Large Power Systems Division
GS
Electronics & Machine Systems
MP
Marketing & Product Support
RB
3
Caterpillar Logistics Servic...
Stephen Larson
9
Americas Distribution Servic...
James Parker
13
Americas Operations Division
Robert Williams
Quarry & Specialty Industrie...
WS
Mining
CC
Caterpillar Japan
AB
Earthmoving
TB
Excavation Division
GS
China
JZ
Asia Pacific Distribution
RC
EMEA Distribution
PF
Marine & Petroleum Power
RC
Electric Power Division
WR
EMEA Oprerations Division
CS
2
Production Center of Excelle...
James Waters
Assistant Secretary
LH
Assistant Treasurer
RB
IT & Engineering Services
JD
Accounting
JC
Audit
ES
Ethics & Compliance
CS
Control
BH
Treasurer
KC
Progress Rail Services
WA
4
Remanufacturing
Steven Fisher
Industrial Power Systems
GH
Solar Turbines

The results of the analysis carried out on the impacts culture on the organizational structure of Dyson indicated very significant effects, even amidst the threats of unrest. Therefore, we could conclude that the organizational structure of the company could still be expected to improve faster than average.

The review of the company’s organizational structure capabilities and culture revealed very little inconsistencies regarding its strategies. This is coherent with their traditional inside-out approach. However, the need to reconcile both the inside-out and outside-in cultural approaches becomes imperative now for the company.

The analysis among the culture as well as the organizational structure of the company revealed certain gaps, most of which are biased towards the environment. However, these gaps paved the way towards determining a number of recommended strategic options to secure the company’s competitiveness.


*


* Process Improvement and Reengineering -- data-based tools and techniques, flowcharting, and other "mapping" approaches improve processes at micro or departmental levels. In other cases, processes are radically reengineered across vertical departments at macro or strategic levels.

* Training and Development -- many executives recognize the need for massive improvements in skill levels throughout their organizations. This is leading to major increases in technical, personal communications and effectiveness, team (leaders and members), data-based tools and techniques, process improvement and management, and coaching skill development.

* Technology -- investments in factory automation, information systems, voice and data communication systems, inventory control systems, and so on are growing rapidly as companies push for higher productivity, faster response times, and improved service/quality.

Many of the above efforts are piecemeal or implemented in isolation. For example, training and development, customer service, technology, and process reengineering are often implemented by separate departments with little or no joint planning and coordination. As a result, products or services are either better or faster or cheaper or newer, but rarely all four. That leads to a weakened competitive position. And cynicism for subsequent change programs grows throughout the organization.
Hey netra,

Here i am sharing Organisational Chart of BfG, so please download and check it.
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File Type: docx Organisational Chart of BfG.docx (54.9 KB, 0 views)
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