netrashetty
MP Guru
Organisational Structure of Rockwell Collins : Rockwell Collins, Inc. (NYSE: COL) is a large United States-based international company headquartered in Cedar Rapids, Iowa, primarily providing aviation and information technology systems, solutions, and services to governmental agencies and aircraft manufacturers.
CEO
Clayton Jones
Director
Andrew Policano
Director
Mark Donegan
Director
Ralph Eberhart
Director
Cheryl Shavers
Director
Chris Davis
Director
Anthony Carbone
Director
Donald Beall
Director
David Lilley
CFO
Patrick Allen
Sales Systems
KS
Government Systems
Robert Ortberg
International & Service Solu...
GC
Development
BA
e-Business
JPB
Engineering & Technology
NM
Legal & Secretary
GC
Human Resource
RK
International Business
WH
Operations
Jeffrey Moore
Audit
DS
Control & Finance
MS
Treasurer
DR
Air Transport
JS
Business & Regional Systems
GI
Cabin
GD
Information
ST
Communication Products
BK
Mobility & Rotary Wing
DN
Precision Strike & Navigatio...
RH
Simulation & Training
KS
Surface Solutions
AC
Service Solutions
SG
Europe, Middle East and Afri...
BR
Americas
LR
Asia Pacific
TCC
Strategy & Mergers & Acquisi...
TT
Investor Relations
SB
Washington Operations
RS
Following the strategy, an organization must choose a structure that best fits the strategy and will allow the organization to move forward successfully. The type of structure that best fits an organization depends on the objective and strategy of that organization. Although many firms still use a centralized, hierarchal structure with many rules and regulations, as long as the firm’s strategy accommodates a centralized kind of structure, no changes should be made. For example, United Parcel Service, the largest package delivery company in the world, employees 300,000 people worldwide and delivers 13 million packages every business day. The success of UPS is attributed to its efficiency, which is rooted in a very centralized structure of strict rules and regulations.
However, other organizations have a decentralized structure to fit their strategy. Nucor Steel is a good example. At a time when mammoth steel companies were too slow to respond to competition and overburdened with layers of management and rules, Nucor Steel found its success in a simple, streamlined structure that allowed employees to be creative and make quick decisions. Nucor’s strategy of, “Uncompromising quality,
responsive service, and competitive pricing through continuous innovation, modern equipment, dedication to customers and concentration on productivity from a highly motivated workforce,” (2), finds its alignment in an organizational structure that is highly decentralized. Nucor’s day-to-day decisions are made by three layers of management, including the general manager, department manager, and supervisor.
Models of Organizational Change
1. Incremental Change - A process whereby individual parts of an organization deal increasingly and separately starting with one problem and one goal at a time. The contributors for this model are Quinn (1980) and Nadler & Tushman (1989).
2. Punctuated Equilibrium - Views that change is due to long periods of small, incremental change that are interrupted by brief periods of discontinuous, radical change. Contributors to this model are Dean et al. (1999) Tushman & Anderson (1986) Romanelli & Tushman (1994)
3. Continuous change - Continuing, developing, and increasing organizational change. Contributors include Dean et al. (1999), Brown & Eisenhardt (1997), Weick & Quinn (1999)
CEO
Clayton Jones
Director
Andrew Policano
Director
Mark Donegan
Director
Ralph Eberhart
Director
Cheryl Shavers
Director
Chris Davis
Director
Anthony Carbone
Director
Donald Beall
Director
David Lilley
CFO
Patrick Allen
Sales Systems
KS
Government Systems
Robert Ortberg
International & Service Solu...
GC
Development
BA
e-Business
JPB
Engineering & Technology
NM
Legal & Secretary
GC
Human Resource
RK
International Business
WH
Operations
Jeffrey Moore
Audit
DS
Control & Finance
MS
Treasurer
DR
Air Transport
JS
Business & Regional Systems
GI
Cabin
GD
Information
ST
Communication Products
BK
Mobility & Rotary Wing
DN
Precision Strike & Navigatio...
RH
Simulation & Training
KS
Surface Solutions
AC
Service Solutions
SG
Europe, Middle East and Afri...
BR
Americas
LR
Asia Pacific
TCC
Strategy & Mergers & Acquisi...
TT
Investor Relations
SB
Washington Operations
RS
Following the strategy, an organization must choose a structure that best fits the strategy and will allow the organization to move forward successfully. The type of structure that best fits an organization depends on the objective and strategy of that organization. Although many firms still use a centralized, hierarchal structure with many rules and regulations, as long as the firm’s strategy accommodates a centralized kind of structure, no changes should be made. For example, United Parcel Service, the largest package delivery company in the world, employees 300,000 people worldwide and delivers 13 million packages every business day. The success of UPS is attributed to its efficiency, which is rooted in a very centralized structure of strict rules and regulations.
However, other organizations have a decentralized structure to fit their strategy. Nucor Steel is a good example. At a time when mammoth steel companies were too slow to respond to competition and overburdened with layers of management and rules, Nucor Steel found its success in a simple, streamlined structure that allowed employees to be creative and make quick decisions. Nucor’s strategy of, “Uncompromising quality,
responsive service, and competitive pricing through continuous innovation, modern equipment, dedication to customers and concentration on productivity from a highly motivated workforce,” (2), finds its alignment in an organizational structure that is highly decentralized. Nucor’s day-to-day decisions are made by three layers of management, including the general manager, department manager, and supervisor.
Models of Organizational Change
1. Incremental Change - A process whereby individual parts of an organization deal increasingly and separately starting with one problem and one goal at a time. The contributors for this model are Quinn (1980) and Nadler & Tushman (1989).
2. Punctuated Equilibrium - Views that change is due to long periods of small, incremental change that are interrupted by brief periods of discontinuous, radical change. Contributors to this model are Dean et al. (1999) Tushman & Anderson (1986) Romanelli & Tushman (1994)
3. Continuous change - Continuing, developing, and increasing organizational change. Contributors include Dean et al. (1999), Brown & Eisenhardt (1997), Weick & Quinn (1999)
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