Case Study Of Hitachi, Ltd.

1118 Words5 Pages
Hitachi, Ltd. follows the principle of Centralization as it is a Japanese firm and the Japanese are very peculiar about the chain of commands or the levels of management that is to be followed in an organization. But this is somehow changing because of the changing business dimensions all around the world. So, as to remain in the market, it is required to respond and react accordingly to the market and make some changes in the organization principles for easy global operations. Autonomy in management basically means allowing a great deal of freedom to make choices in the workplace. A manager who grants an employee autonomy generally outlines the goal of a project but allows the employee to decide the best way to achieve that goal. So, in Hitachi, ltd. was less earlier but due to certain changes in the business world and global operations this firm has also lead to give freedom and provide autonomy. SIGNIFICANCE OF KEY POSITIONS Hitachi, Ltd. Furthers Strategy to Become the World’s Most Innovative Information Solutions Company HDS Announces New Roles for Several Key Executives • CEO Jack Domme Appointed as Corporate Officer of Hitachi, Ltd. • New COO, Global Sales, APAC Sales and Global Verticals Positions Named • EVP and GM Randy DeMont Retiring After 12 Years and Many Successes at HDS SANTA CLARA,…show more content…
This includes driving business planning, defining solutions requirements and coordinating R&D plans for the company’s key vertical markets including health and life sciences, communications, media and entertainment, and oil and gas, among others. In addition, he will serve as the company’s key interface with Hitachi, Ltd. in identifying synergies and maximizing opportunities for alignment to drive revenue growth and
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