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Organisational Structure of Dell, Inc.

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Organisational Structure of Dell, Inc. - February 4th, 2011

Organisational Structure of Dell, Inc. : Dell Inc: (NASDAQ: Dell, HKEX: 4331) is an American multinational information technology corporation based in Round Rock, Texas, United States, that develops, sells and supports computers and related products and services. Bearing the name of its founder, Michael Dell, the company is one of the largest technological corporations in the world, employing more than 96,000 people worldwide. Dell had 46,000 employees as of Jan. 30. About 22,200 of those, or 48.3 percent, were in the United States, while 23,800 people, or 51.7 percent, worked in other countries, according to a filing with the Securities and Exchange Commission.[citation needed] Dell is the third largest PC maker in the world.[citation needed] Dell is listed at #38 on the Fortune 500 (2010). Fortune also lists Dell as the #5 most admired company in its industry.
Dell has grown by both organic and inorganic means since its inception—notable mergers and acquisitions including Alienware (2006) and Perot Systems (2009). As of 2009, the company sold personal computers, servers, data storage devices, network switches, software, and computer peripherals. Dell also sells HDTVs, cameras, printers, MP3 players and other electronics built by other manufacturers. The company is well known for its innovations in supply chain management and electronic commerce.
On May 3, 2010, Fortune Magazine listed Dell as the 38th largest company in the United States and the 5th largest company in Texas by total revenue. It is the 2nd largest non-oil company in Texas (behind AT&T) and the largest company in the Austin area.


Michael Dell


Michael Miles


Alex Mandl


William Gray


Judy Lewent


Alan Lafley


Sallie Krawcheck

Thomas Luce

Klaus Luft


Gerard Kleisterlee


Ross Perot


James Breyer


Shantanu Narayen


Donald Carty


Samuel Nunn

Public Group

Paul Bell

Brian Gladden

Erin Nelson

Dell Services

Peter Altabef

Enterprise Group

Steve Schuckenbrock

Small & Medium Group

Steve Felice


David Johnson

Ronald Rose

Lawrence Tu
Human Resources

Andrew Esparza
Operations & Technology

Jeffrey Clarke

Strategic Programs

Mark Davies

Across Western countries, “striking variation in financial systems directly points differing central banking practices”. For United States (US) and United Kingdom (UK), financial markets are very important instruments for allocation of resources. In Continental European countries, banks played important roles but financial markets are less developed. In Germany, banks are among the common and largest shareholders. Such differences are explained by the “evolution of industrial structures and extent of government involvement”. The US regulatory structure, for example, was characterized by “government-sponsored deposit insurance system, separation of banking functions and entry barriers that includes limitations on inter- and intra-state branching”. “The Banking Act of 1933 or the Glass-Steagall Act” provided the financial guarantee for over forty years for US. However, the act became “unstable” because of the series of unexpected events such as “advances in information technology, circumvention or regulation and efforts to acquire competitive advantages”

In most Western central banks, “monetary power” are placed emphasis on. Such power tends to be regarded more as an autonomous power separated from other functions of the state. The efforts on central banking focus on “nationalization of the banking sector, despecialization of the banking sector, banking concentration and internationalization of banking sector”. Nationalization of central banks maintains original form as to avoid structural changes in a short interval of time. The changes could be relevant on process of consolidation and reinforcement of role within the banking system (Mastropasqua, 1978, p. 140). Since each sector has a tendency to extend a range of services to be offered to the public differences between financial intermediaries might exists and so despecialization is necessary. In most European countries, “banking concentration is directly related to industrial concentration while also dealing with close interdependence among nations” (pp. 140-143). John P. Bonin and Bozena Leven (1996) suggested that: “a market-oriented banking sector can be created in Poland after combining consolidation with foreign competition.”

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Re: Organisational Structure of Dell, Inc. - June 22nd, 2015

Meaning and Definition of Organisational Structure

An organizational structure defines how activities such as task allocation, coordination and supervision are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.

Advantages of Organisational Structure

1) Perfect system and effective company design

2) Avoid mislead

3) Codified way to work
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