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Organisational Structure of RadioShack

Organisational Structure of RadioShack

Discuss Organisational Structure of RadioShack within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; RadioShack Corporation (formerly Tandy Corporation) (NYSE: RSH) is a chain of electronics retail stores in the United States, as well ...

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Organisational Structure of RadioShack
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Netra Shetty
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Student of PGDM at Mats Institute of Management and Entrepreneurship
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Organisational Structure of RadioShack - February 5th, 2011

RadioShack Corporation (formerly Tandy Corporation) (NYSE: RSH) is a chain of electronics retail stores in the United States, as well as parts of Europe, South America and Africa. As of 2008, it had 4,653 company-owned stores, 688 kiosks, 8 service centers, and 1,408 dealer outlets. RadioShack reported net sales and operating revenues of $4.81 billion. The headquarters of RadioShack is located in Downtown Fort Worth, Texas.[1] RadioShack is also a sponsor for the Samsung/RadioShack 500 NASCAR Sprint Cup Series race at Texas Motor Speedway. On July 21, 2009, RadioShack announced a partnership with T-Mobile USA, and started offering the service in August 2009.
RadioShack's current proprietary brands include RadioShack branded products (parts, adapters, telephones and other legacy/classic products), AntennaCraft (outdoor antennas and amplifiers), Auvio (audio/video cables, LCD TV's, headphones, premium surge protectors and speakers), Enercell (batteries and power), Gigaware (computer, GPS and iPod accessories, mp3 players and accessories, as well as digital cameras, digital camera accessories and digital picture frames) and PointMobl (Wireless Phone Accessories).
Discontinued brands include Accurian (audio and video equipment and accessories), MyMusix (MP3 players; now marketed under the Gigaware brand), Kronus (tools), Optimus (formerly audio and PA/DJ equipment; later used for digital camera accessories), Presidian (audio and video equipment, telephones, flashlights, calculators, and 2-way radios), VoiceStar (wireless phone accessories), Archer (wiring and antennas), Duofone (telephones & accessories), Micronta (scientific and educational equipment) and Realistic (sound equipment).

CEO

Julian Day

Director

Daniel Feehan

Director

Eugene Lockhart
Director

Edwina Woodbury

Director

Frank Belatti

Director

Thomas Plaskett

Director

Jack Messman
Channel Operations

SA
CFO

James Gooch
CIO

SS
Marketing

LA

Merchandising

Scott Young
Store Operations

BB
Human Resources

MD
Supply Chain

JR
Secretary & Legal

RD

Operations

Michael Carter

In learning organizations, however, both management and informed
workers who are in contact with suppliers, customers, and new
technology, contribute ideas and help develop the strategy. The strategy
of a learning organization is positioned for success because strategies
are more informal and allow for quick changes. According to Mintzberg
et al, "Their strategies are sufficiently open-ended to allow for the
unexpected, so that their capabilities of organizational learning can deal
with rapidly changing situations, (215).

The leadership in traditional organizations will directly influence the
strategy, structure, and environment, or indirectly through the culture of
the organization. In his article, The Genesis of Configuration, Danny
Miller adds, "The personalities of the very top cadre of managers are
expected to have dominated influence on the goals, strategies,
structures...there will be strong associations of ...needs for achievement
and power, and neurotic style, with the strategies and structures of the
firm, (694).

Conversely, the leadership in learning organizations does not have
binding control. Instead, Mintzberg et al, say, "Managers have to learn
the art of asking questions, best done at close proximity to operations. In
a learning organization, managers become accustomed to walking
around and interacting with their subordinates in their work settings,
(214-215). Whereas information, knowledge and control of tasks were
directed by top management, with learning organizations, information is
shared and control of tasks is with employees.

As an example, we will consider Founders Bookstore Services and then
give it an organizational makeover to transform it into a learning
organization.

Founders Bookstore Services was started in 1991 by Dick Reiter after
many years of experience in the college store industry, where he
concentrated on Christian colleges and universities. Due to financial
problems in 1997, the company was sold to College Bookstores of
America and has since operated as a division of CBA.

According to Randall Wiersma, senior vice president, the strategy of
Founders Bookstores has been to compete successfully in their
Christian college store niche and operate in a decentralized manner.

Operating in a decentralized approach is sound advice, but the
organization's strategy should describe goals and objectives. According
to Jay Gailbraith, "The company's strategy specifies goals and
objectives to be achieved...It sets out the basic direction of the
company, (10).

As a learning organization, the strategy for Founders should be
approached with the following: Because each retail store operates on a
college or university campus, and uses a certain number book
wholesalers and suppliers, the strategy should incorporate the
overall goals of CBA, the university, ideas from employees, and input
from suppliers and vendors.

Create an Organizational Chart
The first step in controlling your management and discretionary time as well as the time your employees spend 'on task' is to create an organizational chart. Your organizational chart should resemble a pyramid. The pyramid would depict the small business owner or entrepreneur at the pentacle and employees and staff further down the pyramid as their responsibilities diminish.

Draft Job Descriptions and Identify Job Tasks
Drafting job descriptions and identifying corresponding job tasks concretize your operation. While the alignment of task assignments and job descriptions vary from organization to organization, they are helpful in assigning responsibilities and holding the owner and the employee accountable for certain tasks.

Prioritize Each Critical Task
To orient you, the entrepreneur and your employees to specified actions and tasks, it is suggested that the business owner identify the order of priority for each critical task listed on each job description. Another recommendation would be to quantify based upon a 100% scale the time an employee should dedicate his 8 hour day to each group of tasks.

Separate Management Tasks from Vocational Tasks
Now that a job description and corresponding duties have been created, scrutinize them. Begin to identify the managerial tasks listed on the CEO or president's job description and those listed for others.

Make a habit of mentally reviewing your daily 'To Do' checklist and highlight any vocational and entry-level tasks you may have completed throughout the day. A reg-flag should alert you when a majority of your day was spent handling entry-level tasks. A sample of vocational duties follow.

o A CEO re-reading an order to check the accuracy of unit cost and final billing,
o A president proofing the final draft of an annual report for typos,
o A sales vice president taking a repeat order over the phone from a returning customer,
o A manager of a retail store taking inventory in the stock room,
o A president operating the 1 hour photo lab machine.
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Last edited by netrashetty; February 5th, 2011 at 02:59 PM..
   
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Re: Organisational Structure of RadioShack
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Pradeep Chandar
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Re: Organisational Structure of RadioShack - February 8th, 2011

me too looking for it... ... If Any luck msg...???
http - ://www .cogmap . com/chart/radioshack-corporation?ver=5&vt=0
->a bit older version...

http ://ir. radioshackcorporation. com/releasedetail.cfm

link cant be posted so broken...
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