netrashetty
MP Guru
Rockford Fosgate is a manufacturer of aftermarket and OEM car audio and In-Car Entertainment (ICE) products and accessories, as well as limited Pro Audio, and personal electronics such as earphones. Lightning Audio is a subsidiary brand of the company.
CEO
William Jackson
Chairman of the Board
Jerry Goldress
Director
John Lloyd
Director
Ralph Godfrey
Director
Timothy Bartol
Director
Nicholas Bartol
Finance, CFO, Secretary
RV
Operations
MM
The size of an organization is another aspect for structural decision-making. Small organizations tend to have flat, simple, structures. They cannot afford to duplicate functions, so a functional structure will be most efficient. As an organization grows, it will have the resources to specialize its products and services by market or industry. This usually happens when an organizations volume increases to a point where they hit the break-even point. The size of an organization does not change the design process, only the number of iterations in the process. For example, a one hundred person firm may only have one level of design. The resulting units will not be large enough to be structured more than one level further.
Every organization experiences the pulls that underlie their structure: pulls to centralize by top management, pulls to formalize by the technostructure, pulls to professionalize by the operators, pulls to collaborate by the support staff, and pulls to divide by the middle line managers. Since organizations tend to configure around the pull that dominates, structures can serve as a tool for diagnosing the problems of organizational design.
The distinction between episodic change and continuous change largely depends on perspectives. If one looks at it from a distance or macro level, the events appear to be repetitive, routine and inertia with sporadic episodes of revolutionary change. If one examines it closer or at micro level, every organization undergoes continuous adaptation and change. The adjustments may be small but their frequency could affect structure and strategy of the organization.
CEO
William Jackson
Chairman of the Board
Jerry Goldress
Director
John Lloyd
Director
Ralph Godfrey
Director
Timothy Bartol
Director
Nicholas Bartol
Finance, CFO, Secretary
RV
Operations
MM
The size of an organization is another aspect for structural decision-making. Small organizations tend to have flat, simple, structures. They cannot afford to duplicate functions, so a functional structure will be most efficient. As an organization grows, it will have the resources to specialize its products and services by market or industry. This usually happens when an organizations volume increases to a point where they hit the break-even point. The size of an organization does not change the design process, only the number of iterations in the process. For example, a one hundred person firm may only have one level of design. The resulting units will not be large enough to be structured more than one level further.
Every organization experiences the pulls that underlie their structure: pulls to centralize by top management, pulls to formalize by the technostructure, pulls to professionalize by the operators, pulls to collaborate by the support staff, and pulls to divide by the middle line managers. Since organizations tend to configure around the pull that dominates, structures can serve as a tool for diagnosing the problems of organizational design.
The distinction between episodic change and continuous change largely depends on perspectives. If one looks at it from a distance or macro level, the events appear to be repetitive, routine and inertia with sporadic episodes of revolutionary change. If one examines it closer or at micro level, every organization undergoes continuous adaptation and change. The adjustments may be small but their frequency could affect structure and strategy of the organization.
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