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 -
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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EMEA, Marine & Petroleum Pow...
Legal & Secretary
Building Construction Produc...
Core Components Division
Large Power Systems Division
Electronics & Machine Systems
Marketing & Product Support
Caterpillar Logistics Servic...
Americas Distribution Servic...
Americas Operations Division
Quarry & Specialty Industrie...
Asia Pacific Distribution
Marine & Petroleum Power
Electric Power Division
EMEA Oprerations Division
Production Center of Excelle...
IT & Engineering Services
Ethics & Compliance
Progress Rail Services
Industrial Power Systems
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.
Last edited by netrashetty; February 2nd, 2011 at 12:52 PM..
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