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Organisational Structure of FedEx

Organisational Structure of FedEx

Discuss Organisational Structure of FedEx within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; FedEx Corporation (NYSE: FDX), originally known as FDX Corporation, is a logistics services company, based in the United States with ...

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Organisational Structure of FedEx
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Netra Shetty
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netrashetty
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Organisational Structure of FedEx - February 4th, 2011

FedEx Corporation (NYSE: FDX), originally known as FDX Corporation, is a logistics services company, based in the United States with headquarters in Memphis, Tennessee.[1] The name "FedEx" is a syllabic abbreviation of the name of the company's original air division, Federal Express, which was used from 1973 until 2000.

President

Frederick Smith

Director

Shirley Jackson

Director

John Edwardson

Director

Steven Loranger

Director

Gary Loveman

Director

James Barksdale

Director

Joseph Hyde

Director

Susan Schwab

Director

Paul Walsh

Director

Joshua Smith

Director

Judith Estrin

Director

David Steiner

CFO

Alan Graf

CIO

Robert Carter
Legal & Secretary

CR

Development & Communication

Michael Glenn
Human Resources Development

HD

FedEx Express

David Bronczek

FedEx Freight

Douglas Duncan
FedEx Ground

DR
FedEx Kinko's

BP
Marketing

RS




they tend not to change. Certain social structures remain long after they are no longer suited to situations. For example, the railroad industry in the United States developed a structure that became dysfunctional as the engineering technology in the industry advanced. The tendency to stick with industry-specific structures may be changing with the proliferation of mergers and acquisitions and ever more rapid developments in engineering technologies. These developments may lead to the increased homogenization of structure as companies struggle to handle common problems of size. Alternatively, the need for structural change may become apparent more quickly due to technological advancement.

Another determinant of structure is comprised of the beliefs and values of the people forming the organization. Many firms in the computer industry, formed by young entrepreneurs who favor informal life-styles, have loose, informal, and collegial structures that reflect those values. Alfred P. Sloan put his personal stamp on the organization of General Motors in the 1920s, and it was not until the turbulent days of the 1970s that significant changes were made. Interestingly, these changes were brought about primarily as a response to the environment.

Environmental constraints include legislation, government regulation, court orders, market characteristics, social issues, and societal norms. For example, major incursions by Japanese auto manufacturers into the U.S. market have forced American firms to change their production methods as well as the underlying structures of their organizations. Laws concerning entry into or exclusion from certain businesses, the imposition or removal of regulations, and such court-ordered actions as the breakup of American Telephone and Telegraph Company affect the structure of organizations. The birth of People Express and other air carriers was the direct result of the Airline Deregulations Act of 1978, which enabled new carriers to enter the airline business for the first time in decades.

Technology is another determining factor that will affect the new forms organizations will take. One example concerns organizations that were once a part of AT&T. Rapidly changing telecommunications technology and the removal of certain regulations are opening new market niches in which the regional telephone companies can compete. Another example is robotics and other modern production methods. As these technologies have developed, they have changed the American automobile industry as significantly as did foreign competition. Some research demonstrates that technological change offers occasions for restructuring.

Technology has received an extensive amount of study over the years. The research has produced the following typology of technology:

- Long-linked technology, in which many operations are interdependent, such as an assembly line
- Mediating technology, in which otherwise independent units are linked by following procedures, such as bank tellers who all serve customers in an isolated way but do so according to the bank's rules
- Intensive technology, in which the task sequence is unique and depends on feedback from the object being acted upon. Hospitals exhibit this technology in that patients are acted upon differentially and each action depends on their response (improvement or deterioration of their condition) to prior actions.

As organizations move from one type of technology to another, the demand for rigid rules or flexibility changes. While cooperation is significant in all three technologies-later stages of an assembly line cannot function smoothly if earlier stages falter, just as the surgical team requires intense cooperation to succeed-more flexibility and communication is needed in intensive technology than in the other two forms.
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