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Organisational Structure of Snap-on Tools

Organisational Structure of Snap-on Tools

Discuss Organisational Structure of Snap-on Tools within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Snap-on (NYSE: SNA) is a leading U.S. designer, manufacturer and marketer of tools and equipment to professional tool users. It ...

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Organisational Structure of Snap-on Tools
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Netra Shetty
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netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
Bangalore, Karnataka
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Organisational Structure of Snap-on Tools - February 5th, 2011

Snap-on (NYSE: SNA) is a leading U.S. designer, manufacturer and marketer of tools and equipment to professional tool users. It was founded in 1920. Snap-on is located in Kenosha, Wisconsin, and employs approximately 11,500 people worldwide. The company is currently worth 2.4 billion dollars (US) and is one of the companies on the S&P 500.

CEO

Nicholas Pinchuk

Director

John Fiedler

Director

Karen Daniel

Director

James Holden
Director

Nathan Jones
Director

Dudley Lehman

Director

Edward Rensi
Director

Richard Teerlink

Director

Bruce Chelberg

Director

Roxanne Decyk

Director

Arthur Kelly

Director

Gregg Sherrill
Rapid Continuous Improvement

MM
Tool Storage

CP
Business & Equipment Solutio...

TC
Hand Tools

MG
Merchandised Products

RC
Sales & Franchising

BY
Europe

JPL
Asia Pacific

BO
Diagnostics & Mitchell1

DE
Snap-on Equipment

RR
Industrial

DB

Repair Systems & Information

Thomas Ward
Tools

TK
CFO

Aldo Pagliari
Power Tools

Robert Hartman

Specialty Tools

Michael King
CIO

JM
Marketing

AG
Diagnostics & Information

BL
Legal & Secretary

IS
Human Resources

IB
Innovation

BB
Operations Development

GH
Operations Processes

AB
Strategic Sourcing

GA
Sales, Europe

EA
Operations, Europe

JA

Operations, Asia Pacific

James Ng
Credit

JB
Finance & Accounting

BM
Control

CJ

Investor Relations

LK


Most businesses are still organized in a "mechanistic" fashion. This model developed in the 1800's during the Industrial Revolution when machines were viewed as King. And, the design has held up well. The "One Best Way" philosophy led to Frederick Taylor's "time and motion" studies and efforts to turn employees into extensions of machines; predictable and efficient. (Principles of Scientific Management, Taylor, 1911). The organization, as a "well-oiled" machine is a view that continues to this day.

The quest for optimal organizational structure and functioning continued with Max Weber's concept of the "Ideal Bureaucracy" (The Theory of Social and Economic Organization, Weber, 1947). During this period, functionality, structure, hierarchy, reporting relationships, division of labor, job descriptions, etc., were all standardized to produce greater efficiency.

The machine model began to be reexamined in the second half of the twentieth century as its limitations in a rapidly changing world became obvious.
Organizations evolve through various life cycles just as people progress through different stages of their lives. Without this evolution, organizations would be unable to develop and grow. This growth often means the company must undergo momentous change at various points in their development. The impact of this change can be significant on both the employees and the organization. Often this transformation can be at cross purposes between the employees and the firm such as the decision to close a segment of the business. While this decision may be in the best interest of the long term goals of the company, the consequences can be devastating to the employees who may be faced with unemployment. The effect that changes have on both the individuals working at the company and the company itself, along with alternatives to dealing with these changes will be addressed.

Organizational Change
Organization development is a process that involves planning, implementing, and controlling the results of change in an organization. The field of organizational development (OD) specializes in evaluating specific change techniques and the impact these changes will have on all of those involved in the organization. Organizational change should not be conducted just for the sake of change as the efforts should focus on improving the performance of the organization and/or the people in those organizations. Organizational change should be a planned process based on a systematic approach.
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Last edited by netrashetty; February 5th, 2011 at 03:11 PM..
   
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