netrashetty
MP Guru
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.
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.
Last edited by a moderator: