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Organisational Structure of Delphi

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Organisational Structure of Delphi
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Netra Shetty
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Organisational Structure of Delphi - February 4th, 2011

Organisational Structure of Delphi : Delphi is an automotive parts company headquartered in Troy, Michigan, USA. Delphi is one of the world's largest automotive parts manufacturers and has approximately 146,600 employees (18,900 in the United States).[1]
With offices worldwide, the company operates 150 wholly owned manufacturing sites, 44 joint ventures, 53 customer centers and sales offices, and 33 technical centers in 38 countries.
CEO

Rodney O'Neal

Chairman of the Board

Robert Miller

Director

John Walker
Director

John Englar

Director

Martin Welch

Director

Raymond Milchovich

Director

Craig Naylor

Director

Oscar de Paula Bernardes Neto
Director

John Opie

Director

David Farr

CFO

Kevin Clark
CIO

TM
Electrical & Electronic Arch...

JS
Delphi PowertrainEuropean Op...

RP
Delphi Thermal

JB
Affairs & Marketing

KH
Compliance, Legal & Secretary

DS
Supply Management

SJ
Human Resources & Business S...

KB
Delphi Electronics & SafetyD...

JO
Delphi Steering

RR
Delphi Product & Service Sol...

FO


So far the matrix organization sounds much like the traditional organization, except that all workers within a silo (a column in the matrix) are partitioned by a particular skill-set.

The other difference between traditional organisations and matrix organisations is that matrices have rows (lines running across the columns, not fights).

Traditional organizations operated quite well, but they were inefficient, with lots of duplication of skills around the company. But their major weakness was when they tried to manage projects.

The problem was that in the traditional organisation, the concept of a project team, which is my nature cross-functional, did not exist, because the project manager's "team" team comprised of people from different functional areas, managed and controlled by different functional managers -- not by the project manager. And this is not a recipe for successful projects.

So we have our columns of functionally similar workers in each column of our matrix, with a functional manager at the head of each column.
Now picture rows running across the page, with a project manager at the "head" (i.e. the left hand side) of each row. The rows intersect the columns and so intersect the columns of workers. So each row is a silo of workers of differing functionality, headed by a project manager. In such a matrix structure there is an obvious tension between the project managers at the head of each row (each project) and the managers at the head of each column (each functional area) as they are sharing the same workers, and as each manager (project and functional) has a job to do, we have a conflict of interest.

There are different types of matrix organization, designed to balance the power struggle-struggle between the managers conflicting needs. The main types are listed below.
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Re: Organisational Structure of Delphi
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James Cord
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Re: Organisational Structure of Delphi - April 2nd, 2016

Quote:
Originally Posted by netrashetty View Post
Delphi is an automotive parts company headquartered in Troy, Michigan, USA. Delphi is one of the world's largest automotive parts manufacturers and has approximately 146,600 employees (18,900 in the United States).[1]
With offices worldwide, the company operates 150 wholly owned manufacturing sites, 44 joint ventures, 53 customer centers and sales offices, and 33 technical centers in 38 countries.
CEO

Rodney O'Neal

Chairman of the Board

Robert Miller

Director

John Walker
Director

John Englar

Director

Martin Welch

Director

Raymond Milchovich

Director

Craig Naylor

Director

Oscar de Paula Bernardes Neto
Director

John Opie

Director

David Farr

CFO

Kevin Clark
CIO

TM
Electrical & Electronic Arch...

JS
Delphi PowertrainEuropean Op...

RP
Delphi Thermal

JB
Affairs & Marketing

KH
Compliance, Legal & Secretary

DS
Supply Management

SJ
Human Resources & Business S...

KB
Delphi Electronics & SafetyD...

JO
Delphi Steering

RR
Delphi Product & Service Sol...

FO


So far the matrix organization sounds much like the traditional organization, except that all workers within a silo (a column in the matrix) are partitioned by a particular skill-set.

The other difference between traditional organisations and matrix organisations is that matrices have rows (lines running across the columns, not fights).

Traditional organizations operated quite well, but they were inefficient, with lots of duplication of skills around the company. But their major weakness was when they tried to manage projects.

The problem was that in the traditional organisation, the concept of a project team, which is my nature cross-functional, did not exist, because the project manager's "team" team comprised of people from different functional areas, managed and controlled by different functional managers -- not by the project manager. And this is not a recipe for successful projects.

So we have our columns of functionally similar workers in each column of our matrix, with a functional manager at the head of each column.
Now picture rows running across the page, with a project manager at the "head" (i.e. the left hand side) of each row. The rows intersect the columns and so intersect the columns of workers. So each row is a silo of workers of differing functionality, headed by a project manager. In such a matrix structure there is an obvious tension between the project managers at the head of each row (each project) and the managers at the head of each column (each functional area) as they are sharing the same workers, and as each manager (project and functional) has a job to do, we have a conflict of interest.

There are different types of matrix organization, designed to balance the power struggle-struggle between the managers conflicting needs. The main types are listed below.
Hey dear,

Please check attachment for Organisational Chart of Delphi Automotive LLP, so please download and check it.
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File Type: docx Organisational Chart of Delphi Automotive LLP.docx (12.3 KB, 2 views)
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