Organisational Structure of Syntel : Syntel, Inc. (NASDAQ: SYNT) is a global provider of Information Technology (IT) and Knowledge Process Outsourcing (KPO) solutions, with global development centers in India and the United States.
Syntel was founded in Troy, Michigan in 1980 with an initial investment of $2,000. Its founders were Bharat Desai, an Indian graduate of the University of Michigan's Stephen M. Ross School of Business, and Neerja Sethi. Originally named Systems International, the company began providing software staffing services to local corporations, earning $30,000 in its first year.
On February 1, 2010, Syntel announced the promotion of Prashant Ranade to the position of CEO. Founder and former CEO Bharat Desai will continue to serve as Chairman of the Board, and is the majority shareholder.
As of June 30, 2010, Syntel has over 14,900 employees and annual revenues in excess of $419 million.

CEO

Prashant Ranade
Chairman of the Board

Bharat Desai
Director

Paritosh Choksi
Director

Raj Mashruwala

Director

George Mrkonic
Director

Thomas Doke

Administration, Secretary, L...

Daniel Moore
State Street Syntel Services...

VSR
CFO, Information Security

AG

Human Resources

Rajesh Save
Europe

AC
Business, Banking & Finance

RK
Corporate Services & Procure...

RR

Insurance Business Unit

Anil Jain
Retail, Logistics & Telecom

RR
Corporate Affairs

NS
Delivery, Life Sciences

RN
Healthcare & Life Sciences

MR
Sales

LC

Divisionalization is yet another form of structuring used as organizations grow larger. The divisional structure which imposes further complexity is probably negatively related to formalization and imposes the necessity for decentralization, particularly for organizations that must be responsive to their environments. Usually, organizations are subdivided into divisions based on product or geography or both. Organizations that adopt the divisional structure sometimes adopt grid structures, which are larger forms of matrix management in which managers have multiple reporting lines.

Divisionalization was originally adopted by U.S. business organizations. They assigned profit responsibility to division managers, essentially making divisions into businesses in their own right, with the main corporate office retaining responsibilities for strategic planning, overall financial control, and so on. Under such an arrangement, corporate managers become accountable for the performance of the company as a whole, rather than that of any individual division.

Divisionalization creates a number of problems. First, there may not be an obviously superior way to divisionalize. Second, this kind of structuring is by definition divisive, creating all the problems that such strategies typically engender. Third, the greater the interdependence among divisions, the more difficult it will be to make the structure work. Fourth, the divisions themselves may grow large and diversified, losing the underlying logic of the original basis for divisionalization.

This management system consists of three basic parts. For each component of the organization they are the manager, the area of responsibility that manager is currently managing, and the information system and tools for the data-to-information conversion available to him or her.

These combine to produce three sets of outputs. These outputs are the decisions and actions, the measurements and data, and the resulting information as well as how that information is portrayed and perceived by top management in regard to organizational performance.
 
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Syntel is advancing and moving on the paths of glory. They are striding fast and furious, recently there has been the news based on Genpact is going to merge with syntel so, that they will be more powerful in the market. Competition is brewing and gear up everyone, there will be surprise if you keep on dozing.
 
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