Maxtor Corporation, founded in 1982 and acquired by Seagate Technology in 2006, was an American manufacturer of computer hard disk drives, the third largest in the world immediately prior to acquisition. It now operates as a subsidiary of Seagate.[1]
Maxtor targeted both the server and desktop market, concentrating on disk capacity more than disk speed for desktops.

CEO

William Nazaret
Chairman of the Board

Eduardo Vazquez
Vice Chairman of the Board

Adrian Aguirre Gomez
Director

Gabriel Vazquez
Director

Rodrigo Guerra Botello
Director

Marco Provencio Munoz
Director

Jacques Gliksberg
Director

Eduardo Molina Llovera
Director

Lorenzo Barrera Segovia
Director

Jorge Garcia Segovia
Director

Juan Petersen Farah
CFO

Jose Antonio Solbes
CTO

JG
Commercial Sales

EL
Customer Services

YM
Residential Sales

RMK

Investor Relations

MGB

Finance

MC

Top-down or imposed changes in the organizational framework usually result in changes that are difficult to sustain, even though they may be easy to bring about. In other words, top-down approaches may result in overt compliance, but no covert acceptance. Participative approaches to organizational framework change are difficult and time consuming, but the commitment and acceptance to the change is superior to a changed atmosphere which improves performance.

Methods of evaluation of organizational framework could include monitoring, measuring effectiveness, or comparison of elemental frequency with original baseline measures gained during the internal organizational analysis. An increase in the key element frequency combined with a stagnation of organizational effectiveness could mean that the key elements were not defined correctly. The culture, in other words, has changed with minimal or detrimental impact on organizational effectiveness. It is clear, however, that culture can either facilitate or severely hinder a chosen strategy and further understanding of cultural influences may be paramount to full understanding of effective strategic change.


you must take a look at what we will call the organization's "self awareness" structure. For example, can managers be given the responsibility of helping people log in to the LMS and make choices about their training? Or, are will it be necessary for your department to create specific curriculum paths that are very well self-directed? Going further than this, will managers resent this responsibility?

But what about the readiness of the learners themselves? Are they technically proficient? Even in our technological age, there are still organizations with populations that are not ready to trust their training plans to the computer, or even take classes online. On the other hand, you may have a population that is into every technological advance and enjoys a new technical challenge. These learners may even have gone to college online and may spend time every day in social networks, software applications, and Internet exploration. Most likely, your organization has a hybrid group that encompasses many different types of learners. The reason for this discussion is that your LMS choice is directly related to this organizational "self awareness". Depending on your findings, you may need to choose an LMS that is simple and intuitive or one that has more complex features. In other words, don't alienate your audience by your choice - have them in mind when you begin viewing demos and sales presentations.
 
Top