Organisational Structure of Corning Incorporated : Corning Incorporated (NYSE: GLW) is an American manufacturer of glass, ceramics and related materials, primarily for industrial and scientific applications. The company was known as Corning Glass Works until 1989, when it changed its name to Corning Incorporated. While probably best known for its line of Corelle tableware and Pyrex cookware (businesses which it sold but in which it still holds an ~8% interest), Corning has transformed itself over the years into a high technology company, allocating a significant amount of resources towards research and development. As of 2008, Corning has five major business sectors: Display Technologies, Environmental Technologies, Life Sciences, Telecommunications and Specialty Materials. Corning is also involved in several joint equity ventures. These include Dow Corning, as well as two companies, Quest Diagnostics and Covance, that were spun off from Corning.


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CEO
Wendell Weeks
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Director
Deborah Rieman
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Director
Onno Ruding
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Director
Hansel Tookes
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Director
Robert Cummings
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Director
Kurt Landgraf
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Director
James O'Connor
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Director
Gordon Gund
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Director
Carlos Gutierrez
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Director
John Canning
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Director
William Smithburg
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Director
John Brown
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Director
Mark Wrighton
Chairman Emeritus
James Houghton
Administration
KG
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CTO
Joseph Miller
Cable Systems
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COO
Peter Volanakis
Environment Technologies
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Legal
VH
Operations Human Resources
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Accounting & Control
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Strategy & Development
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CFO
James Flaws
Heavy Duty Diesel Technologi...
CW

* Management-Centered -- management's needs, goals, and perspectives are the starting point for all activities. Managers and their staff professionals are the brains and employees are the hands. Employees serve their managerial masters and do as they are told. Broad business perspectives and strategies, operational performance data, problem solving and decision making authority, and cross-functional skills are kept by management.

But the world is now moving too fast to maintain this archaic "command and control" approach that puts management at the center of the universe. Managers can no longer know enough, fast enough, about enough things, enough of the time to anticipate enough of the changes that are needed to improve the organization enough to become better and faster and cheaper and newer enough.

Partial Improvement Patches and Pieces

Recognizing the urgent need to quickly reverse direction, many organizations are implementing a variety of improvement programs and process. These include:

* Employee Involvement and Empowerment -- many training and motivational programs, as well as structural changes aim to move daily problem solving, decision making, customer satisfaction, and productivity improvement responsibilities closer to the front lines.

* Teams -- a rapidly growing employee involvement trend uses departmental, problem solving, cross-functional, project, process improvement, planning and coordinating, and self-directed workteams in many combinations and configurations.

* Customer Service -- increasingly organizations are identifying key customer groups, clarifying and ranking their expectations, working to realign the organization's systems customer around those expectations, and training employees to deal with customers more effectively.

* 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.
 
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