Organisational Structure of Regis Corporation : Regis Corporation is the largest hair salon chain in the world, with over 11,000 salons (including both company-owned and franchises), it is ranked 778 on the Fortune 1000. It has its headquarters in Edina, Minnesota.[1][2]
Its namesake is Regis Hair Salons, and it also owns the chains Carlton Hair International in Southern California, Images Salon in Las Vegas, NV, Michael of the Carlyle in Colorado Springs, and Denver, CO City Looks, Famous Hair, Best Cuts, Saturday's, HCUK, Supercuts, Pro-Cuts, Hair Crafters, Magicuts, MasterCuts, Borics Hair, Hair by Stewarts, Trade Secret, PureBeauty, SmartStyle, Cost Cutters, TGF Hair Salon, Hair Masters, Style America, Holiday Hair, and Mia & Maxx Hair Studio mostly in the United States, First Choice Haircutters based in Canada, and Vidal Sassoon, Jean Louis David, and Saint Algue based in Europe. In 2005 the company acquired Hair Club for Men and Women, in the hair loss field. The company recently sold all of its beauty schools to Empire Beauty School.
On January 10, 2006 Regis Corporation announced it would acquire the Sally Beauty Company business of Alberto-Culver. Sally has 2,419 Sally Beauty Supply stores and 822 Beauty Systems Group stores. However, on April 5, 2006, Alberto-Culver terminated the merger agreement and later Sally was spun off as a separate company.

President

Paul Finkelstein

Vice Chairman of the Board

Myron Kunin
Director

David Kunin

Director

Stephen Watson
Director

Susan Hoyt
Director

Van Zandt Hawn
Director

Rolf Bjelland

Director

Thomas Gregory

CFO

Randy Pearce
MasterCuts

DB
Promenade Salon Concepts

AE
SmartStyle Family Hair Salons

JE
Supercuts

DC
Regis Salons, Promenade Salo...

KB
Fashion, Education & Marketi...

GN
Merchandising

NK
Franchise Division

MK

Real Estate & Construction

Bruce Johnson
Hair Club for Men & Women

DP

Regis Salon Division

Andrew Cohen
Legal

EB

Real Estate

MB
Merchandising

LH
International Managing, UK

RD
International

JL
International Marketing

MK

SmartStyle Family Hair Salons

John Briggs

Real Estate

David Foley

Structure facilitates the creation and implementation of strategy and the overall coordination of the enterprise. Organizational structure determines the placement of power and authority. It embraces two relationships: who is responsible for what, and who reports to whom. Organizations can become more "structure influenced'" when they hit market maturity, there is a decline in competition, their industry is stabile, tasks are routine, or they operate in a politically charged environment. Movement away from a strong structural influence may be caused by industry upheavals, deregulation, economic decline, and legislation.

Businesses with structure-driven configurations buffer themselves from the need to change. In many ways they resemble a closed system and will use politics to capture key environmental resources. Organizations that can ignore the environment either reside in stable markets or have market power and resources to resist pressures to change. Uncertainty is reduced by pursuing routinization, standardization, and formalization. Performance in structure driven organizations is usually measured against internal standards like cost. Ironically, structure can also serve as a major factor in extreme open and flexible structures where rich organizations are well-adapted to their environment or operate in an unchanging setting.

Planned organizational change occurs when there is failure of people to make the business continuously adaptable. Thus, organizational change is a by-product of some kind of failure. Czarniawska & Joerges says "first there were losses, then there was a plan of change, and then there was an implementation, which led to unexpected results" (1996:20).

Ford & Ford characterized change as "a phenomenon of time. It is the way people talk about the event in which something appears to become, or turn into, something else, where the 'something else' is seen as a result or outcome."

Huber et al think that in organizations, change includes differences "in how an organization functions, who its members and leaders are, what form it takes, or how it allocates its resources"
 
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