AES Corporation, integrity of the worlds leading power companies in twenty half dozen countries, is currently a Fortune 300 troupe founded by Roger Sant and Dennis Bakke. AES went through remarkable growth during the 1990s with assets jumping from $11 billion in 1997 to $37 billion in 2001. currently afterwards the volatile market caused AES to begin a study restructuring effort which included the sale of assets not unless(prenominal) for fluidity but also for ?strategic reasons?. (Hamilton, 2003) Despite their financial crunch, in 1991, 1992 and 1993, Forbes magazine recognized AES as one of Americas fastest expel companies. This paper will discuss the organizational culture and tender structure at AES and the reasons for its reformation. According to Martha Hamilton of the Washington Post, the company lacked a wholesome structure. Because there were less than 200 employees at the installing level, everyone k new one another. Personal relationships formed which kept accountability to a minimum. With only three layers of management separating entry-level employees from plant supervisors, in accession to no in-house finance, HR, or Ops department, each facility was left the province to traverse their own issues and problems. Their makeshift HR person(s) or method of accounting force lack the qualifications to effectively or legally.

But because employees were so direct involved with every aspect of the company, it built up a groovy morale and allowed turnover to be less than 1% in the 90?s. Challenges that AES faced when the reality of the restructuring took steer were ever-changing the culture of current employees to match that of the new emp loyees. They initially change magnitude th! e number of Head Quarter employees from 80 to almost two hundred-fifty bringing in new managers, supervisors, and so forth Another great challenge to overcome was integrating the new and old employees without losing the feel of work from the already established... If you want to give a wide essay, order it on our website:
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