netrashetty
MP Guru
Louisiana-Pacific Corporation NYSE: LPX, commonly known as "LP", is a United States building materials manufacturer. It was founded in 1973 and is currently based in Nashville, Tennessee. Key products are oriented strand board, molding and other trimming materials, and wood siding, and other engineered wood products.
As of 2005, LP has 29 manufacturing plants in the U.S. and Canada, and one near Malalhue in Chile.
CEO
Richard Frost
Chairman of the Board
Gary Cook
Director
Kurt Landgraf
Director
Lizanne Gottung
Director
Daniel Frierson
Director
Colin Watson
Director
John Weaver
Director
Archie Dunham
Director
Dustan McCoy
CFO
Curtis Stevens
Oriented Strand Board
JW
Specialty Products & Sales
Richard Olszewski
Siding
BS
Engineering & Technology
DC
Legal & Secretary
Mark Fuchs
Engineered Wood Products
BL
Human Resources
AH
Procurement, Logistics & Sup...
NS
Sales
MS
Environmental, Health & Safe...
MB
The company is established based on functional aspects rather than product lines. The functional framework teams specialize in the same capabilities in individual units. This framework is best utilized when establishing particular, uniform goods. A functional framework is best for companies which possess a solitary or dominant central good since each sub-team becomes well-informed at completing its specific part of the procedure. They are financially effective, but lack versatility. Interaction among operational units can be hard (Downey, 2001).
Most leaders know companies need to implement functional organizational structures in order to survive and there are many programs for launching such efforts. However, experience has shown that over the long haul most change initiatives for functional organizational structures do fail. They are expensive to implement, offer a poor return on investment and fall short of achieving the organization's goals to better enhance good business performance. This happens because organizations don't plan for sustainable change into a functional organizational structure. In other words, they succumb to what employees often refer to as "program of the week" syndrome. Most change initiatives, no matter how carefully planned, and are doomed before they even begin because they are designed as one-time events. They do well enough in temporarily focusing excitement and energy around a given program, and the initial results can seem very promising, but the lack of long-term follow through is their fatal flaw. The problem with functional organizational structure is that employees get the message that they have a job to do but that they must also pay attention to the program and that don't see the change as something integral to their daily activities but as something quite outside of it
As of 2005, LP has 29 manufacturing plants in the U.S. and Canada, and one near Malalhue in Chile.
CEO
Richard Frost
Chairman of the Board
Gary Cook
Director
Kurt Landgraf
Director
Lizanne Gottung
Director
Daniel Frierson
Director
Colin Watson
Director
John Weaver
Director
Archie Dunham
Director
Dustan McCoy
CFO
Curtis Stevens
Oriented Strand Board
JW
Specialty Products & Sales
Richard Olszewski
Siding
BS
Engineering & Technology
DC
Legal & Secretary
Mark Fuchs
Engineered Wood Products
BL
Human Resources
AH
Procurement, Logistics & Sup...
NS
Sales
MS
Environmental, Health & Safe...
MB
The company is established based on functional aspects rather than product lines. The functional framework teams specialize in the same capabilities in individual units. This framework is best utilized when establishing particular, uniform goods. A functional framework is best for companies which possess a solitary or dominant central good since each sub-team becomes well-informed at completing its specific part of the procedure. They are financially effective, but lack versatility. Interaction among operational units can be hard (Downey, 2001).
Most leaders know companies need to implement functional organizational structures in order to survive and there are many programs for launching such efforts. However, experience has shown that over the long haul most change initiatives for functional organizational structures do fail. They are expensive to implement, offer a poor return on investment and fall short of achieving the organization's goals to better enhance good business performance. This happens because organizations don't plan for sustainable change into a functional organizational structure. In other words, they succumb to what employees often refer to as "program of the week" syndrome. Most change initiatives, no matter how carefully planned, and are doomed before they even begin because they are designed as one-time events. They do well enough in temporarily focusing excitement and energy around a given program, and the initial results can seem very promising, but the lack of long-term follow through is their fatal flaw. The problem with functional organizational structure is that employees get the message that they have a job to do but that they must also pay attention to the program and that don't see the change as something integral to their daily activities but as something quite outside of it