An Introduction to the Organizational Structure, Culture, and Financial Capacity of Nucor, a Steel Manufacturer Essay

Organizational Structure of NucorNucor had an aerodynamic organizational structure with incentive-based reimbursement systems as well as being low-cost producers. Ken Iverson, former CEO, behaved the same way he expected others to behave.The offices of executives and division general managers were simply furnished. There were no company planes and no company cars, and executives were not provided with company-paid country club memberships, reserved parking spaces, executive dining facilities, or other perks. To save money on his own business expenses and set an example for other Nucor managers, Iverson flew coach class and took the subway when he was in New York City (2).Nucor executives were committed in obtaining the best available technology in order to get the job safely done with little harm to the environment. Nucor acquired plants and the company instantly brought the plants up to Nucor standards through a process called Nucorizing. This included increasing operational efficiency by reducing the amount of time, space, energy and manpower it took to produce steeland paying close attention to worker safety and environmental protection practices. Computerized controls were installed in facilities at Nucor to lower the energy usage. Nucor even had water-recycling systems as well as recycling the dust into reusable products. Nucorused a measuring device called an opacity monitor, which gave precise, minute-by-minute readings of the air quality that passed through the bag house and out of the mills exhaust system. Rivalsteel producers did not like the idea of the opacity monitor, mainly because it documented when the mills exhaust was not in agreement with its environmental permits. Nucor wanted to improve its environmental performance and the opacity monitor was the tool to do so.Nucor has a simple, streamlined organizational structure to allow employees to innovate and make quick decisions. The company was highly decentralized, with most day-to-day operating decisions made by group or plant-level managers and their staff. Each group or plant operated independently as a profit center and was headed by a general...

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