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Organisational Structure of Safeco Corporation

Organisational Structure of Safeco Corporation

Discuss Organisational Structure of Safeco Corporation within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Safeco Insurance, a member of Liberty Mutual Group, is a national U.S. insurance company. It holds naming rights to the ...

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Organisational Structure of Safeco Corporation
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Netra Shetty
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netrashetty
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Organisational Structure of Safeco Corporation - February 5th, 2011

Safeco Insurance, a member of Liberty Mutual Group, is a national U.S. insurance company. It holds naming rights to the Seattle Mariners' baseball stadium, Safeco Field.
Safeco was founded in Seattle, Washington in 1923 by Hawthorne K. Dent as the General Insurance Company of America, a property and casualty insurer. This name is still used by Safeco on some of its insurance products.[1] Thirty years later the company founded the Selective Auto and Fire Ensurance Company of America, or SAFECO (i.e., S.A.F.E. Co.).
General Insurance's first headquarters were in downtown Seattle at the corner of University Street and Fourth Avenue. In 1936, it moved to the eight-story Brooklyn Building at the corner of N.E. 45th Street and Brooklyn Avenue N.E. in the University District.
General Insurance began to sell life insurance in 1957. Eleven years later the corporate name changed from the General Insurance Company of America to Safeco Corporation. (The company would end up changing the capitalization of its name from SAFECO to Safeco at the turn of the century.) Around the same time the company began to offer mutual funds and commercial credit (though precursors to the Safeco Funds had been around since the 1930s).
Safeco replaced the Brooklyn Building with the 22-story Safeco Plaza building in 1973. It remains the tallest building in the city outside Downtown.

President

Paula Reynolds

Director

Peter Currie

Director

John Hamlin

Director

Charles Rinehart

Director

Gerardo Lopez
Director

Gary Locke

Director

Kerry Killinger
Director

Joshua Green

Director

William Reed

Director

Judith Runstad

Lead Director

Robert Cline

CFO

Ross Kari

CIO

Robert Ingram

Legal

Arthur Chong

Claims, Customer Care & Fulf...

Eric Martinez

Insurance Operations

Michael Hughes
Sales & Marketing

RO
Control

KH
Underwriting for Personal In...

TN

1. Don't develop the chart based on the people you currently have working for you, but develop it with the positions that need to be filled. This becomes very important. Remember you want to build an organizational chart that shows the business as it should look, not as it looks right now.

2. While I am saying to build a document that is built on the future and not the current situation, I want to point out that you want to build it for the foreseeable future, not a far away point in time that appears unachievable. If you are a small restaurant owner, build an organizational chart for your restaurant a year from now, before you start thinking about building one that rivals the structure of the McDonald's corporation.

3. After you draft the document with all the positions needed in your business, you can overlay your current staff onto this chart to see who is currently filling each position. At this point you may already notice the strengths and shortcomings of your current organization. One person in your company may have too much responsibility and fill in several positions in your Organizational Chart. As a result, you may want to re-assign some of this person's tasks to another employee who has fewer tasks, or even consider hiring another person. You can develop an action plan for getting the right people in the right positions.

Systemic thinking differs from classic problem solving in that precisely defining a problem statement that suggests the right solution is avoided. In this stage of the methodology an attempt is made to build a comprehensive understanding of the situation in which an organizational problem is perceived to exist.

To do this, it is important to include as wide a range of people whose roles may be involved with the problem situation as possible. Investigation of specific possible causes is avoided at this stage and the emphasis is placed on considering all possible interactions involved with the problem situation. This is akin to brainstorming and the objective is to name all factors that in some way impact, or are impacted by, the problem situation. The following questions may be appropriate at this stage:

What factors need to be considered that may be relevant to the problem?
How does this problem situation look to different stakeholders?
What various systems, subsystems and containing systems are involved with this problem or problem situation?
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Last edited by netrashetty; February 5th, 2011 at 03:24 PM..
   
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