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Organisational Structure of Rockwell Collins
Organisational Structure of Rockwell Collins - February 5th, 2011
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.
International & Service Solu...
Engineering & Technology
Legal & Secretary
Control & Finance
Business & Regional Systems
Mobility & Rotary Wing
Precision Strike & Navigatio...
Simulation & Training
Europe, Middle East and Afri...
Strategy & Mergers & Acquisi...
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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