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Organisational Structure of Vivitar

Organisational Structure of Vivitar

Discuss Organisational Structure of Vivitar within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Vivitar Corporation was a manufacturer, distributor and marketer of photographic and optical equipment originally based in Oxnard, California. Since 2008 ...

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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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Location: Bangalore, Karnataka
Organisational Structure of Vivitar - February 7th, 2011

Vivitar Corporation was a manufacturer, distributor and marketer of photographic and optical equipment originally based in Oxnard, California. Since 2008 the Vivitar name serves as Sakar International's photographic and optical equipment brand.

CEO

Paul Neville

Chairman of the Board

David Pearson
Director

Javier Gutierrez

Director

Vernon Sankey

Director

Peter Mitchell

Engineering

David Winter
Secretary

MD
Finance

GM
A clear understanding of the key roles in a programme of change management is a vital and often overlooked aspect of successful strategies for managing change. It matters because a successful change initiative really does result from a clear understanding of the key roles that are needed to make it possible.

Regardless of the size of your organisation and whatever approach you are adopting, there are clear lessons to be learned and benefited from the programme management based approach to running a step change initiative.

In the organisation structure of a programme based approach there are three primary roles:

(1) In any change initiative someone has to fulfill the role of leadership and needs to be seen to be consistently the driving force throughout the initiative. That person also needs to be ultimately accountability for the change initiative. In a programme this will be the Programme Director.

The Programme Director owns the programme and therefore is ultimately personally accountable for the success of the Programme. So this is not simply a titular role, the individual appointed must be empowered to direct the Programme effectively - capable of doing so - and seen to be doing so.

Without this role being fulfilled - it just simply will not happen!

(2) The second role is fairly commonly understood - the person with responsibility for day-to-day management of the initiative, its risks, issues, conflicts, priorities, communications, and ensuring delivery of the new capabilities.

However, what is not so commonly understood is that this role is more - far more -than that of a project manager.

Last edited by netrashetty; February 7th, 2011 at 10:43 AM..
   
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