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Organisational Structure of Marshall Pottery

Organisational Structure of Marshall Pottery

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Organisational Structure of Marshall Pottery
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Netra Shetty
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Organisational Structure of Marshall Pottery - February 5th, 2011

Marshall Pottery Inc. is the largest manufacturer of red clay pots in the United States. Marshall Pottery operates a 100,000 ft (9,000 m) retail store adjacent to its headquarters in Marshall, Texas, which attracts over 500,000 tourists each year.
Marshall Pottery was founded by W. F. Rocker in Marshall in 1895. Rocker located the business in East Texas because of its abundant water and white clay deposits. In 1905 Marshall Pottery was acquired by Sam Ellis. With the invention of the glass canning jar and other new competing products in the 1920s, the business almost folded. Prohibition led to a thriving moonshine industry and a need for inexpensive jugs to store the liquor. If not for the sale of jugs during Prohibition, Marshall Pottery would likely have gone bankrupt.
In the 1940s, with the discovery of a clay that required a lower firing temperature, the pottery began producing flower pots. For many years the company continued to employ potters as its primary means of manufacturing. One of these employees, Pete Payne, became a master potter and displayed his technique at the Smithsonian Institution. Since the construction of a new facility in 1998 most of the pottery's production has been automated. However, hand made pottery can still be purchased, and tourists can watch potters create it.


Graham Holden

Chairman of the Board

Andrew Allner

Tim Pile


Alan Coppin


Mark Edwards

David Sarti


Product organizational structures do not have standardization of jobs and operations. This framework is most typical in tiny companies and is best utilized to solve basic operations. The framework is completely centralized. The strategic manager does all major decisions and all interaction is accomplished by personal talks. It is specifically helpful for fresh business entities as it allows the founder to manage progress and success (Nadler, 1997).

Henceforth, in order to successfully graft product organizational structures onto a company's performance system, a strong, efficient performance core must already exist. No organization with a weak organizational structure will ever make product organizational structures work effectively and will only result in frustration and wasted money and that before the company undertakes a change initiative they should first take an honest look at their state of readiness. Most workers have a hard time dealing with product organizational structures, especially the incessant and unpredictable kind that experienced. A core competency for product organizational structures is their capabilities not just to tolerate change, but to actually generate and proactively manage it. If managers lack the skill, it will be difficult for product organizational structures to filter effectively throughout the organization.

Last edited by netrashetty; February 5th, 2011 at 10:59 AM..
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