Company Organisational Chart: Fill & Download for Free

IC means Independent Company. L&T is a conglomerate and has interests in multiple businesses, in which their construction wing does projects in roads, railways, material handling, power transmission & distribution and more. These business are very much different from one another, managing them as a single entity would require a lot of diversified manpower. Therefore to make it specific to goal oriented, L&T follows independent Company organisational chart.Also, Independent Company brings accountability and operational ease for each business division like each IC have their own cost centres, profit centres, performance appraisals, man power management, etc.

I am no Volkswagen employee, but German media are heavily reporting on that. There are several direct consequencens likely.1.) Each VW worker gets an annual bonus, according to the overall success of the company. This bonus is said to be some 6,000 Euro per worker, which for many workers is more than two month's payment. The new VW boss Müller has announced that this bonus may be deleted or limited in order to save money. So each worker will lose some thousand Euros, money he may have been taken for granted.2.) VW employs two types of workers: The main staff, with good contracts and payment above industry standard (VW workers are regarded as well paid) and contract workers which earn less and have fewer rights. These contract workers are hired and fired according to the company's demands, a thing which is highly criticized by the workers union IG Metall. They basically do the same work as their colleagues but earn less and have less security. Müller has announced that he may reduce the workforce of contract workers. He wants to put down contract workers because they have short term contracts, so he can do that without having to deal with the workers representatives (Betriebsrat) and the unions. He will get in trouble with the unions, nevertheless.3.) In the end this scandal may cost 50 billion euros, that would be 25% of the total annual revenues of VW Group worldwide or the net profit for more than two years. There are many, many managers in mid-positions in the companys organisation chart. They lead groups and departments and work extremely hard to get the best work done with their team - in order to get a bonus at the end of the year. But all their hard work now is worthless, because the money for their bonuses just has gone up the chimney. VW has been in a similar situation in the mid-90's when they decided to hire Ignacio Lopez as chief executive for the buying department. Lopez came from GM Europe, he brought most of his staff with him, and lots of documents revealing the component buying terms and conditions of GM. So GM filed a charge against VW, claiming compensation because of industry espionage. This cost VW one third of its annual pofits - and lead to some losses of morale in the management: Why do I have to work so hard, if the company blows out the money for such a sh*t?

The question might be better phrased, ''Does it still make sense to distinguish between PR, advertising and marketing within a company?'' to which the answer is an unequivocal ''Yes!''That isn't to promote a silo mentality or ''Greek temple'' organisational chart (one of separate functions topped by a thin, over-arching management layer) but to ensure that the company gets the maximum added value from its investment in each discipline.PR, advertising and marketing (whatever their organisational hierarchy) have different strategic objectives, contexts and methodologies. Properly managed, each is capable of making a unique, additional contribution over and above what it is likely to be achieved through amalgamating them into a single, homogenized ''ubermarketing'' unit.Extracting the best from a company's investment in PR, advertising and marketing (along with social media, sales, internal communications, customer relations and all its other functions) is a real-time leadership and management issue best resolved by creating organisational structures, physical environments and internal/external relationships where employees and teams are empowered to ''live apart but work together''.