Westinghouse Public Relations Historic Overview And Job Over Term Paper

Length: 7 pages Sources: 6 Subject: Business - Management Type: Term Paper Paper: #21698613 Related Topics: Public Relations, Public Personnel Administration, Rio De Janeiro, Interconnection
Excerpt from Term Paper :

Organizational Structure

According to Pugh (1990), the organizational structure is an instrument that appears from the need to fulfill the organizational aims and objectives with the tools and activities that are available. Following the way that this process is managed, several types of organizational structures can be identified, including pre-bureaucratic structures, bureaucratic and post-bureaucratic structures, functional structures, divisional structures and matrix structures.

Westinghouse organizational structure falls into several different categories. On one hand, it is a bureaucratic structure. Among the characteristics of such an organization, Weber (1948) identifies several: "precision, speed, unambiguity, & #8230; strict subordination, reduction of friction and of material and personal costs- these are raised to the optimum point in the strictly bureaucratic administration."

The bureaucratic nature of the organizational structure at Westinghouse is motivated by at least two aspects: (1) the nature of the industry in which Westinghouse operates: the nuclear industry, highly regulated, which implies that the organization follows strict rules and regulations, because many of these are required by the industry; (2) the close relationship of the company with the military.

These characteristics of the organizational structure at Westinghouse also translate into a hierarchical organizational structure. The most important idea of a hierarchical organizational structure is that each department is subordinated to some coordinating entity, a nominal head of the department, who subsequently reports to someone else in the chain of command. This type of hierarchical structure, as Camille Kovach pointed out, is typical of military institutions and Westinghouse, working a significant amount of time with this industry, has adopted many of its characteristics.

Looking at the company's organizational chart, it is also interesting to note that the company also has a division organizational structure. However, the argument that Westinghouse also uses this model can only be supported by analyzing the degree to which the divisions are relatively independent in terms of resources and leadership. There is not enough information about this in the organizational chart. The divisions are geographical, with one division for America, one division for Europe, the Middle East and Africa and one division for Asia.

The three presidents are Mark Marano for the Americas, Yves Brachet, for Europe, the Middle East and Africa, and Jack Allen, for Asia. Mark Marano has been working for over 20 years in the nuclear industry, in different companies before joining Westinghouse in 2006. Jack Allen has also an important regional experience, having worked as President and CEO of Westinghouse Electric Japan KK. Yves Brachet has 30 years of experience in the industry and joined the company in France, in 2004.

There also appears to be a functional component to some of the other divisions, given by the fact that some of the divisions refer to the specific activity within that department. For example, there is a division that covers Nuclear Energy Systems & Services. All these functional divisions are coordinated by Senior Vice-presidents. On the organizational chart, there seems to be no subordination between functional divisions and geographical divisions, all of them being subordinated to Shigenori Shiga, the Chairman of the Board of Directors and Executive Vice-president.

The President and CEO of the company is Danny Roderick, he is subordinated to the Chairman of the Board of Directors and coordinates with the Division Presidents and Senior Vice-presidents. Danny Roderick is a recent addition to the team, having joined in 2012. He has over 30 years of experience in the nuclear industry, having also worked in Japan for several years.

Organizational Diversity

From an organizational diversity perspective, Cox (1991) talks about three different types of organizations: the monolith type, the plural organization and the multicultural organization. Following this classification, Westinghouse appears to be a plural, even multicultural organization, which contains several cultural groups and supports diversity (Harvey, 2012).

There are several arguments in favor of this classification. Westinghouse is part of the larger Toshiba Group, which has brought into the company, in many positions, including leadership positions, Japanese managers. The chairman of the board is Japanese, several Japanese head the functional divisions and the answers can continue. This goes down at the lower levels of the organization: a presence of Japanese employees is very likely.

However, it is not only the Japanese cultural group that is a good example of multiculturalism. In the company's management, one of the division presidents is French, one of the senior vice-presidents is Spanish: there is a distinct diversity at managerial level, something that is also expected at working level, since Westinghouse is a global company, with activities and operations all over the world.

This focus on diversity and on equal...

...

For the case of Westinghouse, several models are worth a brief description, since they apply to the type of organizational culture that has been promoted at Westinghouse.

One of these is the model proposed by Dean and Kennedy (1982), who understood organizational culture as how things are done in a certain place. They used two variables to define organizational culture: level of risk and reward. According to the level of risks and the level of reward, four different types of organizations are identified: work-hard, play-hard; tough-guy/macho culture; process culture and bet-the-company culture.

An interview with Camille Kovach, Vice-President for Human Resources, Operations, Global Training and Development at Westinghouse, revealed that many of the characteristics of the organizational culture at Westinghouse are taken from the military, because of the nature of the company's activities. This is because an important part of the work that Westinghouse does is in the nuclear industry, which, in many ways, is connected with the military, either through contracts or through human resources moving to and from. Another characteristic of the industry is that it is highly regulated, likely as a measure of minimizing risk (given the potential huge impact of an event occurring).

From these points-of-view, including the fact that Westinghouse is focused on the technological aspect of things, bringing in a large number of specialized engineers, one can highlight the organizational culture at Westinghouse as a work-hard, play-hard type of culture, where risks are low (because of existing regulations and because of the sensitive nature of the industry), but rewards are high (because of the highly specialized personnel, among other things).

Camille Kovach has also identified Westinghouse as being a hierarchical company. This classification reflects the model that Charles Handy (1985) has proposed. Handy links organizational culture to organizational structure and identifies four different types of organizational cultures: power culture (decisions are made by a small group of individuals), role culture (hierarchical bureaucracies), task culture (functional team structure) and person culture (focused on individuals).

In the case of Westinghouse, Camille Kovach has emphasized the hierarchical nature of the organizational culture at the company. With this in mind, Westinghouse is a typical role culture, organized according to a strict hierarchical bureaucracy (again, the military background likely plays a role in this). This is also clear from the previous presentation of the organizational structure, which shows there is a clear reporting relationship between the different departments and a specific interconnection between the different departments in the company.

Public Relations

The company's website somewhat reflect the highly organized manner in which Westinghouse does business. The menu includes the most important aspects of the organization, including information about the company, product lines, newsroom, community or careers. Each option is then divided into several other options, according to a strict hierarchical structure. The product lines option, for example, lists the several areas of activity: nuclear automation, nuclear fuel, nuclear power plants and nuclear services.

The company's PR also focuses strongly on messages to the mass media and on providing updated information for the press. There is a separate section for the news (newsroom), where information can be categorized into recent updates and general information, such as the executives' biographies and media contacts. The company puts out regular press release, usually about several every week or every two weeks. The press releases can be accessed as far back as 2000 and there is a search engine to help with that.

The press releases, such as "Westinghouse, U.S. Rep. John Barrow Celebrate Construction Progress at Plant Vogtle" and "Westinghouse Sees Promising Future for Nuclear Energy Development in Brazil; AP1000(R) Plant 'The Right Fit' for Country's Needs" have two roles. On one hand, they are informative, showing how the company has been developing in the last period of times and what its objectives are. On the other hand, they want to position the company as an important and influential player, well connected with the decision makers in the U.S. And outside of the country.

Job

The position I would…

Sources Used in Documents:

Bibliography

1. Handy, Charles, (2007). Understanding Organizations. Penguin Books.

2. Deal T.E. And Kennedy, A.A. (1982) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books, 1982

3. Weber, M. (1948). Essays in Sociology. London: Routledge

4. Pugh, D.S., ed. (1990).Organization Theory: Selected Readings. Harmondsworth: Penguin.


Cite this Document:

"Westinghouse Public Relations Historic Overview And Job Over" (2013, December 05) Retrieved April 13, 2021, from
https://www.paperdue.com/essay/westinghouse-public-relations-historic-overview-178973

"Westinghouse Public Relations Historic Overview And Job Over" 05 December 2013. Web.13 April. 2021. <
https://www.paperdue.com/essay/westinghouse-public-relations-historic-overview-178973>

"Westinghouse Public Relations Historic Overview And Job Over", 05 December 2013, Accessed.13 April. 2021,
https://www.paperdue.com/essay/westinghouse-public-relations-historic-overview-178973

Related Documents
Toshiba Networking Case Study Toshiba: How Personal
Words: 1639 Length: 6 Pages Topic: Careers Paper #: 57118462

Toshiba Networking Case Study Toshiba: How Personal Networking Can Be Used to Avoid High-Turnover Electronics giant Toshiba Corp.'s American business unit is facing a class-action lawsuit over how it pays and promotes women. (6), (7) Recently, the law firm Sanford Wittels & Heisler brought a $100 million gender discrimination lawsuit in federal court in Manhattan on behalf of a potential class of 8,000 women working for Toshiba in the U.S. Ibid. Sanford Wittels earlier

Toshiba's Assembly Line in Business,
Words: 1432 Length: 4 Pages Topic: Physics Paper #: 54913795

Once this takes place, it could mean that Toshiba may have a parts shortage (which is having an adverse effect on productivity). To address this issue, the line should be redesigned to ensure each station has its own extra supply of parts. This will help to prevent possible supply disruptions and can maintain the 300 units per day target. Where, the strategy will allow the line, to continuously function,

Toshiba Accounting Scandal
Words: 1933 Length: 6 Pages Topic: Business - Ethics Paper #: 59086175

Toshiba’s Accounting Scandal: Business Ethics and the Media Along with Sony, the Toshiba Corporation is one of the most legendary and famous Japanese technology companies in the world. According to the “History of Innovation” section of its official corporate website, Toshiba boasts a long, proud 135-year technological history. In the past thirty years, the company has given birth to the first laptop computer for the average consumer, the first wireless laptop,

Toshiba Accounting Fraud Case Study
Words: 846 Length: 2 Pages Topic: Accounting Paper #: 28584372

Toshiba's response to the scandal was insufficient -- shareholders were protesting months later and many stakeholders did not really know what happened. Toshiba's response was simply to replace a lot of top leadership. The company should have been more forthcoming about the nature of the fraud, so that there was better understanding of the issue. Just as important, Toshiba needed to get in front of the response to the scandal

Bluray Player the Blu-Ray Player Is a
Words: 1513 Length: 5 Pages Topic: Film Paper #: 70888493

Bluray Player The Blu-Ray player is a media player that is produced and marketed by the Sony Corporation. It was first introduced in Japan in 2000. Over the course of the next several years, the Blu-Ray entered into competition with the DVD, in particular the HD DVD that was championed by rival Toshiba. In early 2008, Toshiba announced that it was going to discontinue the HD DVD, effectively ceding the market

Computers for the Organization. All Three Are
Words: 930 Length: 3 Pages Topic: Education - Computers Paper #: 91598211

computers for the organization. All three are high-end ultra-slim laptops for the sales force. These are compared according to a number of key variables -- weight, size, performance, memory, communications, power, software, operating system and price. The three models are the MacBook Air, the Toshiba Portege R830 and the Samsung Series 9. A recommendation is made at the end of the paper. This essay will compare three different computer models