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Organisational Structure of NCR Corporation

Organisational Structure of NCR Corporation

Discuss Organisational Structure of NCR Corporation within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; NBCUniversal, LLC (formerly known as NBC Universal, Inc.)[2][3] is a media and entertainment company engaged in the production and marketing ...

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Organisational Structure of NCR Corporation
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Netra Shetty
netrashetty is on a distinguished road
 
netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
Bangalore, Karnataka
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Join Date: Dec 2010
Location: Bangalore, Karnataka
Organisational Structure of NCR Corporation - February 5th, 2011

NBCUniversal, LLC (formerly known as NBC Universal, Inc.)[2][3] is a media and entertainment company engaged in the production and marketing of entertainment, news, and information products and services to a global customer base. The company owns and operates two American television networks, numerous cable channels, and a group of local stations in the United States, as well as motion picture companies, several television production companies, and branded theme parks.
NBC Universal was formed in May 2004 by the merger of General Electric's NBC with Vivendi's Vivendi Universal Entertainment.[4][5] GE and US cable TV operator Comcast announced a buyout agreement for the company on December 3, 2009. Following regulatory approvals, the transaction completed on January 28, 2011. Comcast now owns 51% of NBC Universal while GE owns 49%.[5][6][7]
Originally, the NBC Universal logo was a combination of the NBC peacock logo and the Universal Studios globe and text. The logo was redesigned in January 2011 to reflect the new Comcast ownership.[8][9]
NBC Universal is headquartered in the Rockefeller Plaza in Midtown Manhattan, New York City.[10] The company is one of two successor companies to MCA Inc. (Music Corporation of America), the other being Vivendi through its subsidiary Universal Music Group.


CEO

Jeff Zucker

Entertainment-Television

Jeff Gaspin
NBC Universal Sports & Olymp...

DE

CFO

Lynn Calpeter

Legal

Richard Cotton
Communications

AG
Diversity & General Electric

PM
Strategies & Alliances

CS
Human Resources

MC
COO

Ron Meyer
Business Operations, Strateg...

SM
CNBC

Mark Hoffman
CIO

JE

NBC Local Media Division

John Wallace
NBC News

SC

NBC Universal International

Peter Smith
Sales & Marketing

MP
Strategic Initiatives

MB
International Networks & Dig...

RK

Foster a culture where everybody walks the talk and nobody walks on water. Corporate culture fails when executives don’t lead by example or there’s a class distinction between management and workers. That means treating each other the same, regardless of rank. At Intel, for example, everybody works in cubicles, even the CEO.
Nip dysfunctional behavior in the bud. If you’re going to successfully drive a culture throughout the organization, you’ve got to have a method for dealing with outliers. I think the best way is to foster an environment where everybody is encouraged to call anyone on the carpet for misbehaving. Peer pressure is a powerful motivator.
Incentivize the right kind of behavior. This is so simple it’s scary. Folks will typically do what you ask them to do, especially if it makes sense and you put your money where your mouth is. Most executive or management compensation plans are not well thought out and end up reinforcing bad behavior.
Promote organizational alignment, not rivalry. I hear it all the time: “there’s a natural tension between sales and marketing,” or “come on, everybody hates HR,” like it’s an inevitable feud between warring families. That’s BS. There’s nothing natural or inevitable about it. It’s dysfunctional organizational behavior and it fosters rivalry instead of alignment.
Foster healthy conflict and debate. There are various methods for effective workplace conflict like attack the problem, not the person; constructive confrontation; and disagree and commit. In addition, senior management must ensure that issues are ultimately resolved, consensus is reached, and plans are recorded, even if it means occasionally having to “break a tie” between peers.
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Last edited by netrashetty; February 5th, 2011 at 11:01 AM..
   
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