netrashetty
MP Guru
Dresser Inc. is a corporation headquartered in Addison, Texas.[1] Dresser Industries was a multinational corporation headquartered in Dallas, Texas, which provided a wide range of technology, products, and services used for developing energy and natural resources. In 1998, Dresser merged with its main rival Halliburton[2], separating again in 2001 to become Dresser Inc.
In 2010, General Electric agreed to buy the company.
CEO
John Ryan
CFO
Marty Kittrell
Interim Human Resources
RM
Flow Technologies
BG
Infrastructure Solutions
DJ
Measurement & Distribution
Neil Thomas
Power & Compression
BC
Legal
Linda Rutherford
Marketing & Development
SC
CIO
DW
Environmental Health & Safet...
MB
Reengineering
Brian White
onvention has it that hierarchies hinder creativity and innovation. But why?
Also, organizational structure is resultant of many factors (logistics, history etc...) and not easy to change, so what do we do if we have a hierarchical organizational structure and want to increase creative output?
Well, hierarchies tend not to foster creativity because of factors such as multiple layers to decision makers, slow feedback systems and decision makers' lack of intimacy with local problems due to distortion of filtered information.
So one way to counter the above is to enable teams with direct links to decision makers. This simple step speeds up decision making, improves feedback systems and decision makers' familiarity with local issues.
It is here where the matrix organisational structure approach pays dividends
In 2010, General Electric agreed to buy the company.
CEO
John Ryan
CFO
Marty Kittrell
Interim Human Resources
RM
Flow Technologies
BG
Infrastructure Solutions
DJ
Measurement & Distribution
Neil Thomas
Power & Compression
BC
Legal
Linda Rutherford
Marketing & Development
SC
CIO
DW
Environmental Health & Safet...
MB
Reengineering
Brian White
onvention has it that hierarchies hinder creativity and innovation. But why?
Also, organizational structure is resultant of many factors (logistics, history etc...) and not easy to change, so what do we do if we have a hierarchical organizational structure and want to increase creative output?
Well, hierarchies tend not to foster creativity because of factors such as multiple layers to decision makers, slow feedback systems and decision makers' lack of intimacy with local problems due to distortion of filtered information.
So one way to counter the above is to enable teams with direct links to decision makers. This simple step speeds up decision making, improves feedback systems and decision makers' familiarity with local issues.
It is here where the matrix organisational structure approach pays dividends
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