This document provides an overview of the organization and culture of SmithKline Beecham, a pharmaceutical company. It discusses the company's history, goals of focusing on customers, innovation, integrity, people and performance. The management style is described as people-oriented and team-based. Human resources practices emphasize credentials and experience. The "Simply Better Way" represents the company's culture of continuous improvement. Labor-management relations are characterized as a partnership with no strikes, and workers participate in company initiatives and communication. Productivity is monitored through performance management systems and collective bargaining agreements.
Importance of Motivation and Retention in Restaurant Industry Sampledissertationprime
This document outlines a dissertation on the importance of motivation and retention in the London restaurant industry. It begins with an introduction that discusses the importance of the hospitality industry in the UK economy and defines key terms like motivation and retention. It then presents the aim and objectives of evaluating the importance and interrelationship of staff motivation and retention on organizational performance at MotiMahal Restaurant in London. Next, it provides an overview of the research framework and literature review on theories of staff motivation and retention. It also includes a case study of MotiMahal Restaurant in Covent Garden, London to aid the research. The document concludes by justifying the use of a mixed methods research approach for the study.
Ullman introduced significant strategic changes when he became CEO of JCPenney. He launched a "Just Call Me Mike" poster campaign to promote a friendly workplace culture. He made the dress code more flexible and disbanded the strict "Office Police" team. Ullman also introduced training programs for employees and identified high-potential workers to develop future leaders. These changes helped shift JCPenney from an inert culture to a more adaptive culture focused on innovation and employee empowerment.
The document summarizes trends in employment in the Philippines from 1990 to 2009 based on data from national surveys. It finds that:
1. Employment in agriculture declined significantly while the service sector became the dominant industry, reflecting the Philippines' transition from an agricultural to a service-based economy.
2. The service sector, particularly business process outsourcing, tourism, and remittances from overseas Filipino workers, became major drivers of economic growth.
3. Workers in agriculture were more likely to be in vulnerable employment compared to other industries, leading many to migrate or move to other sectors.
This document discusses employee engagement, including its definition, importance, drivers, and frameworks. It defines engagement as an employee's positive emotional attachment and commitment to their job, colleagues, and organization. Engaged employees are more productive and the document outlines several drivers that can increase engagement, such as clear expectations, career development opportunities, and quality relationships. It also describes five frameworks that organizations use to define and measure engagement, focusing on factors like involvement, commitment, and finding meaning in one's work.
MAJOR IR & HR ADJUSTMENTS OF SMITHKLINE BEECHAM PHARMACEUTICAL & THE RECENT C...Jaime Jr Escosio Noble
This document provides an overview of major industrial relations and human resources adjustments made by SmithKline Beecham Pharmaceuticals in the Philippines, as well as details regarding the union (Sandigan) and its most recent collective bargaining agreement. Some key adjustments included rightsizing through voluntary early retirement programs, restricting overtime, freezing new hiring, reducing expenses, outsourcing materials, and third-party manufacturing. These adjustments aimed to reduce costs and inefficiencies while improving productivity and competitiveness. The relationship between the union and management transformed from adversarial to a partnership, and their most recent collective bargaining agreement reflected this cooperative approach.
Biotech Leadership Competencies Table(completed as part of the J.docxmoirarandell
Biotech Leadership Competencies Table
(completed as part of the Job Announcement group project)
Biotech has identified the following four core values:
Customer-centricity, Innovation, Knowledge, Sustainability*
*Biotech defines sustainability “both for profit and planet”.
In order to complete the job announcement, your group must identify the leadership competencies that are aligned with each of these four core values. Here are two examples of how other companies do this.
SmithKline Beecham (SKB) has identified leadership competencies aligned with its core values of Performance and People:
SKB Core Value Leadership Competencies
Performance
· Establish plans
· Manage execution
· Influence others
· Drive for results
People
· Foster enthusiasm and teamwork
· Reward and celebrate teamwork
· Attract and develop talent
· Build relationships
Source: Manzi, L., & Abramson, J. (1999). SmithKline Beechum. In D. Giber, L. Carter & M. Goldsmith (Eds.), Linkage Inc.’s best practices in leadership development handbook (pp. 397-424). Lexington, MA: Linkage Press.
Starbucks has as one of their core values “Neighborhood.” They have identified the following leadership competencies as important in the local leadership of each of its stores:
· Connect with neighborhoods we serve
· Reach out by volunteering in the community
· Support local programs and causes
Source: Schultz, H. (2011). Onward: How Starbucks fought for its life without losing its soul. New York, NY: Rodale.
Note that the leadership competencies for these two companies are different in what they mean; however, they have one thing in common: all leadership competencies start with a verb. They are actionable. That means that you can observe it being done, and you can measure it. That is a key to writing leadership competencies so that they are meaningful.
For each of the four Biotech core values, identify three leadership competencies that align well. Under “Source” identify the course material from which each of these leadership competencies was found.
Biotech Core Value
Leadership Competencies (follow examples above)
Source (Author, Year)
Customer-centricity
Building and maintaining relationships
SHRM (2008)
Setting vision and strategy
SHRM (2008)
Cultural interest and sensitivity
Comstock, N. (2014)
Innovation
Developing adaptability
SHRM (2008)
Valuing diversity and difference
Comstock, N. (2014)
Promoting Change
Kirkpatrick, S & Locke, E. (1991)
Knowledge
Managing the work
SHRM (2008)
Enhancing Business Skills
SHRM (2008)
Technical Expertise
Kirkpatrick, S. & Locke, E. (1991)
Sustainability
(for profit and planet)
Developing others
Emotional Intelligence, 2014
Set strategies
Comstock, 2014
Managing politics and influencing others
SHRM (2008)
BGMT 365 - Group Deliverable #2 - Succession Planning Table – Part One
Directions: For each of the five open positions at Biotech, identify the leadership competencies most needed for a successful leader in that position. .
The key investment ratios for The Better Drinks Company for the past quarter, year, and three years are provided. For the past quarter, the company's total shareholder return was 36% and its relative performance compared to the NZX50G index was 31%. Over the past year, the company's total shareholder return was 226% and its relative performance was 211%. For the past three years, the company's total shareholder return was 82% and its relative performance was 84%.
Maintaining Ethical standers in business and Management Ihsanullah Khan
This document discusses ethical management and business practices from multiple perspectives. It begins by defining business ethics and exploring why ethics are important for management. Next, it examines the benefits of ethical management in areas like productivity, stakeholder relations, and reducing government regulation. The document then outlines some key aspects of creating an ethical workplace culture, including developing codes of ethics and training. It also discusses challenges like bribery and corruption in international business contexts. Finally, the document summarizes Islamic business ethics principles and issues around halal certification standards and transparency. Overall, the document provides a broad overview of the importance of ethics across management and business domains.
Importance of Motivation and Retention in Restaurant Industry Sampledissertationprime
This document outlines a dissertation on the importance of motivation and retention in the London restaurant industry. It begins with an introduction that discusses the importance of the hospitality industry in the UK economy and defines key terms like motivation and retention. It then presents the aim and objectives of evaluating the importance and interrelationship of staff motivation and retention on organizational performance at MotiMahal Restaurant in London. Next, it provides an overview of the research framework and literature review on theories of staff motivation and retention. It also includes a case study of MotiMahal Restaurant in Covent Garden, London to aid the research. The document concludes by justifying the use of a mixed methods research approach for the study.
Ullman introduced significant strategic changes when he became CEO of JCPenney. He launched a "Just Call Me Mike" poster campaign to promote a friendly workplace culture. He made the dress code more flexible and disbanded the strict "Office Police" team. Ullman also introduced training programs for employees and identified high-potential workers to develop future leaders. These changes helped shift JCPenney from an inert culture to a more adaptive culture focused on innovation and employee empowerment.
The document summarizes trends in employment in the Philippines from 1990 to 2009 based on data from national surveys. It finds that:
1. Employment in agriculture declined significantly while the service sector became the dominant industry, reflecting the Philippines' transition from an agricultural to a service-based economy.
2. The service sector, particularly business process outsourcing, tourism, and remittances from overseas Filipino workers, became major drivers of economic growth.
3. Workers in agriculture were more likely to be in vulnerable employment compared to other industries, leading many to migrate or move to other sectors.
This document discusses employee engagement, including its definition, importance, drivers, and frameworks. It defines engagement as an employee's positive emotional attachment and commitment to their job, colleagues, and organization. Engaged employees are more productive and the document outlines several drivers that can increase engagement, such as clear expectations, career development opportunities, and quality relationships. It also describes five frameworks that organizations use to define and measure engagement, focusing on factors like involvement, commitment, and finding meaning in one's work.
MAJOR IR & HR ADJUSTMENTS OF SMITHKLINE BEECHAM PHARMACEUTICAL & THE RECENT C...Jaime Jr Escosio Noble
This document provides an overview of major industrial relations and human resources adjustments made by SmithKline Beecham Pharmaceuticals in the Philippines, as well as details regarding the union (Sandigan) and its most recent collective bargaining agreement. Some key adjustments included rightsizing through voluntary early retirement programs, restricting overtime, freezing new hiring, reducing expenses, outsourcing materials, and third-party manufacturing. These adjustments aimed to reduce costs and inefficiencies while improving productivity and competitiveness. The relationship between the union and management transformed from adversarial to a partnership, and their most recent collective bargaining agreement reflected this cooperative approach.
Biotech Leadership Competencies Table(completed as part of the J.docxmoirarandell
Biotech Leadership Competencies Table
(completed as part of the Job Announcement group project)
Biotech has identified the following four core values:
Customer-centricity, Innovation, Knowledge, Sustainability*
*Biotech defines sustainability “both for profit and planet”.
In order to complete the job announcement, your group must identify the leadership competencies that are aligned with each of these four core values. Here are two examples of how other companies do this.
SmithKline Beecham (SKB) has identified leadership competencies aligned with its core values of Performance and People:
SKB Core Value Leadership Competencies
Performance
· Establish plans
· Manage execution
· Influence others
· Drive for results
People
· Foster enthusiasm and teamwork
· Reward and celebrate teamwork
· Attract and develop talent
· Build relationships
Source: Manzi, L., & Abramson, J. (1999). SmithKline Beechum. In D. Giber, L. Carter & M. Goldsmith (Eds.), Linkage Inc.’s best practices in leadership development handbook (pp. 397-424). Lexington, MA: Linkage Press.
Starbucks has as one of their core values “Neighborhood.” They have identified the following leadership competencies as important in the local leadership of each of its stores:
· Connect with neighborhoods we serve
· Reach out by volunteering in the community
· Support local programs and causes
Source: Schultz, H. (2011). Onward: How Starbucks fought for its life without losing its soul. New York, NY: Rodale.
Note that the leadership competencies for these two companies are different in what they mean; however, they have one thing in common: all leadership competencies start with a verb. They are actionable. That means that you can observe it being done, and you can measure it. That is a key to writing leadership competencies so that they are meaningful.
For each of the four Biotech core values, identify three leadership competencies that align well. Under “Source” identify the course material from which each of these leadership competencies was found.
Biotech Core Value
Leadership Competencies (follow examples above)
Source (Author, Year)
Customer-centricity
Building and maintaining relationships
SHRM (2008)
Setting vision and strategy
SHRM (2008)
Cultural interest and sensitivity
Comstock, N. (2014)
Innovation
Developing adaptability
SHRM (2008)
Valuing diversity and difference
Comstock, N. (2014)
Promoting Change
Kirkpatrick, S & Locke, E. (1991)
Knowledge
Managing the work
SHRM (2008)
Enhancing Business Skills
SHRM (2008)
Technical Expertise
Kirkpatrick, S. & Locke, E. (1991)
Sustainability
(for profit and planet)
Developing others
Emotional Intelligence, 2014
Set strategies
Comstock, 2014
Managing politics and influencing others
SHRM (2008)
BGMT 365 - Group Deliverable #2 - Succession Planning Table – Part One
Directions: For each of the five open positions at Biotech, identify the leadership competencies most needed for a successful leader in that position. .
The key investment ratios for The Better Drinks Company for the past quarter, year, and three years are provided. For the past quarter, the company's total shareholder return was 36% and its relative performance compared to the NZX50G index was 31%. Over the past year, the company's total shareholder return was 226% and its relative performance was 211%. For the past three years, the company's total shareholder return was 82% and its relative performance was 84%.
Maintaining Ethical standers in business and Management Ihsanullah Khan
This document discusses ethical management and business practices from multiple perspectives. It begins by defining business ethics and exploring why ethics are important for management. Next, it examines the benefits of ethical management in areas like productivity, stakeholder relations, and reducing government regulation. The document then outlines some key aspects of creating an ethical workplace culture, including developing codes of ethics and training. It also discusses challenges like bribery and corruption in international business contexts. Finally, the document summarizes Islamic business ethics principles and issues around halal certification standards and transparency. Overall, the document provides a broad overview of the importance of ethics across management and business domains.
This document provides an introduction and overview of the Parisons Group, a leading business group in Kerala, India. The summary is as follows:
[1] The Parisons Group started as a trading outlet in 1982 and has since expanded to include wheat flour milling and edible oil refining operations across multiple locations in Kerala.
[2] The group is led by Managing Director Mr. N. K. Mohammed Ali and focuses on wheat products and edible oils. It owns several flour mills and is the largest producer of these food commodities in South India.
[3] The document outlines the objectives, mission, vision and organizational structure of the Parisons Group and provides details on its wheat products
This document provides an introduction and profile of the Parisons Group organization. It discusses that the Parisons Group started as a trading outlet in 1982 and has since expanded to include multiple manufacturing units with a total daily wheat flour milling capacity of 600 MT and edible oil refining capacity of 380 MT. The group is led by Managing Director Mr. N. K. Mohammed Ali and his brothers and has become a major presence in the agribusiness industry in South India, producing and distributing wheat flour and edible oils on a large scale. The document outlines the objectives of the study which include analyzing the various departments, current industry status, organization status and prospects, and management-worker relationships within the organization.
GlaxoSmithKline (GSK) is a large British pharmaceutical company formed through a series of mergers over the past 200 years. GSK has a presence in over 170 countries and engages in research and development of pharmaceuticals, vaccines, and consumer healthcare products. The company has a strong focus on ethics and values of patient-focus, integrity, respect for people, and transparency. GSK has a long history in India dating back to 1924 and remains committed to developing and providing affordable medicines to Indian patients.
Businesses combine for many reasons. The rationale for combining som.pdfaromalcom
Businesses combine for many reasons. The rationale for combining sometimes creates tunnel
vision where decision-makers fail to see all stakeholders and their potential impacts.
Suggest a stakeholder that is affected when companies combine. Also add the most important
considerations for this stakeholder during the combination planning process.
Solution
Corporate Social Responsibility (CSR) is the responsibility of an organization towards the
welfare and interests of the society in which it operates while maintaining a healthy bottom-line
of profits. Responsible, sustainable and transparent business models help build brand and
reputation as well as help strengthen the community and therefore the marketplace. Business
ethics examines ethical principles and moral or ethical problems that arise in a business
environment. Business ethics reflects the philosophy of business, one of whose aims is to
determine the fundamental purposes of a company. If a company\'s purpose is to maximize
shareholder returns, then sacrificing profits to other concerns is a violation of its fiduciary
responsibility.
The principles of right and wrong that guide an individual in making decisions are called ethics.
As ethics are about moral values, cultural assessments can be extremely valuable when assessing
the moral values in an organization. The message from businesses today is clear—employees
must be well trained and capable of making ethical decisions to protect the business from legal
liability and to maximize long-term profits.
3 Step checklist to analyze the ethics of common business situations:
The social responsibility movement is just one aspect of the overall discipline of business ethics.
Many companies believe they have a responsibility to \"give back\" to society. This focus
includes contributions of time and money, a duty to provide environmentally friendly products
and services, and a desire to improve the lives of individuals here and around the globe. A few
companies stand out as prime examples of how social responsibility can be productively coupled
with sound strategies to advance goodwill, while building sustainable and impressive businesses.
Burt’s Bees - The focus for Burt\'s Bees has always been on well-being and \"the greater good.\"
As part of the Natural Products Association, the company helped develop The Natural Standard
for Personal Care Products, which created guidelines for what can be deemed natural. Burt\'s
Bees follows the highest possible standards for packaging sustainability, furthering its dedication
to the cause as a member of the Sustainable Packaging Coalition. Since the brand\'s start at a
crafts fair selling $200 worth of honey, the company has since expanded to candles, lip balm and
now more than 150 products. In 2009, revenue topped $250 million.
The Body Shop - The Body Shop is regarded as a pioneer of modern corporate social
responsibility as one of the first companies to publish a full report on its efforts and initiatives..
The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
The link-between-workforce-health-safety-and-the-health-of-the-bottom-...Examinetics
Companies that focus on employee health, safety, and well-being through comprehensive workplace health programs outperform the stock market. Researchers tracked the stock performance of companies that won the Corporate Health Achievement Award, which recognizes exemplary occupational health and safety programs. A theoretical $10,000 investment in publicly traded award winners from 1997-2012 outperformed the market. Evidence suggests companies with cultures of health and safety have competitive advantages and are better managed overall. Focusing on workforce well-being generates higher productivity and lower healthcare costs, benefiting the bottom line.
CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 3 SPRING 2011 CMR.docxRAHUL126667
CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 3 SPRING 2011 CMR.BERKELEY.EDU60
Two and a Half Cheers for
Conscious Capitalism
James O’Toole
David Vogel
D
uring the recent decadus horribilis in which, for various rea-
sons, companies such as AIG, Goldman Sachs, Toyota, and BP
dominated headlines in the business press, a few companies
associated with the “Conscious Capitalism” movement have dis-
tinguished themselves by their commitments to ethical and sustainable business
practices (see sidebar, “Characteristics of Conscious Capitalism”).
The roll call of companies associated with Conscious Capitalism includes
Whole Foods, Trader Joe’s, Southwest Airlines, Starbucks, Patagonia, The Con-
tainer Store, and Google. Other companies frequently cited as having similar
characteristics include W.L. Gore, Tata, Stonyfield Farms, Interface, and Nucor.
Thanks to their relatively strong financial performance, many observers now
conclude that there is a viable alternative to the business practices that have
recently placed so many corporations in such bad light. Our purpose here is to
critically evaluate this claim.
Why Not Three Cheers?
In 1979, Irving Kristol published a volume of essays entitled Two Cheers
for Capitalism.1 Even as fervent a champion of economic freedom as Kristol could
not give capitalism a third hip-hooray because, as he admitted, the system is, by
nature, imperfect. He thus implicitly acknowledged the obvious: despite all its
advantages over a centrally planned economy, an unregulated market is prone
to boom and bust cycles, rewards short-termism, does not internalize environ-
mental costs nor provide for public goods, and can lead to grossly uneven distri-
butions of wealth both between nations and, internally, among the populations
of capitalist countries.
Two and a Half Cheers for Conscious Capitalism
CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 3 SPRING 2011 CMR.BERKELEY.EDU 61
It is claimed that the business practices associated with Conscious Capital-
ism promise to address such shortcomings of corporate capitalism as currently
practiced. Hence, it is not surprising that Conscious Capitalism has been widely
embraced by many business leaders, academics, and MBA students who have
become enticed by the prospect of integrating greater social responsibility into
mainstream business practices. Unfortunately, however, we only can give Con-
scious Capitalism two and a half cheers.
We applaud the pioneering efforts of many business leaders to create
a new model for business behavior and admire what their firms have accom-
plished; hence our two and a half cheers. Yet, we also are skeptical of their
claims that their practices will, or can, be more widely adopted, let alone bring
about the kind of social and environmental transformation of American business
(and world society) that its advocates and adherents envision. Just because some
business firms can survive, and even prosper, by behaving more vir ...
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Characteristics of organizational behaviourpascastpt
This document discusses the characteristics of organizational behavior and culture. It identifies 7 primary characteristics that define organizational culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. It then provides examples and descriptions of each characteristic, highlighting companies that exemplify each one such as W.L. Gore for innovation, Microsoft for aggressiveness, Best Buy for outcome orientation, and public sector institutions for stability. The document explores both the benefits and potential downsides of each cultural characteristic.
This white paper discusses four types of organizational culture: control (hierarchy), compete (market), collaborate (clan), and create (adhocracy). These types are based on two dimensions - flexibility vs stability, and internal vs external focus. Each type has distinct characteristics and implications for workplace design. For example, a collaborate (clan) culture emphasizes teamwork and would need spaces that foster social interaction. However, the paper notes companies can have multiple subcultures and most have a dominant and subdominant culture type. It provides the organizational culture types as a framework but advises assessing the specific company's culture types and relationships between groups.
The document summarizes research on purpose-driven organizations. It finds that such organizations achieve superior financial performance and increased employee engagement and customer satisfaction compared to peers. Purpose-driven CEOs play a key role in advocating for their organization's core purpose and ensuring decisions are made in line with shared values. Authentically connecting employees' personal purposes to the organizational purpose is important. Purpose provides resilience for leaders and focus for organizations, driving long-term sustainable performance.
This document provides an overview of a thesis presented by Wendy Jones to the University of San Francisco in partial fulfillment of the requirements for a Master of Arts degree in Organization and Leadership. The thesis aimed to identify the three traits of corporate culture that are positively related to increased firm performance. Through a literature review, Jones identified collectivism, adaptability, and culture strength as the three traits linked to financial success. She then created a survey to measure these three traits in existing corporate cultures. Additionally, Jones developed a handbook to provide guidelines for organizations on how to adopt these three traits into their own corporate cultures in order to maximize performance. The document provides context for Jones' thesis and outlines her objectives to both measure existing cultures and provide guidance
This document provides an overview of Procter & Gamble (P&G), including:
1. P&G is a large multinational consumer goods company that manufactures a wide range of branded products for households. Some of their top brands generate over $1 billion in annual sales each.
2. The company was founded in 1837 in Cincinnati, Ohio and has since expanded globally through acquisitions and new product introductions.
3. P&G operates through Beauty and Grooming and Household Care divisions and has a presence in over 180 countries worldwide.
The document discusses Marco Polo, the famous explorer from Venice, Italy in the late 13th century. It notes that Marco Polo undertook an epic journey from Europe to Asia, traveling the Silk Road to China and serving in the court of Kublai Khan. The document also mentions that Marco Polo's written account of his travels, titled "Travels of Marco Polo", introduced Europeans to many aspects of faraway lands, including new trade goods, cultures, and geography. His book helped spark European interest in Asia.
Indra Nooyi is the current CEO of PepsiCo. She was born in India and received degrees from Madras Christian College and Yale University. She has worked at PepsiCo since 1994 in various leadership roles, including as CFO and President. As CEO since 2006, she has focused on making PepsiCo's portfolio healthier and more sustainable through reformulating products and increasing healthier options.
1,2, be & gg, abdul latif., se, prof. dr. ir. hapzi ali, mm, cma, article...Abdul Latif
PT Indofood CBP Sukses Makmur Tbk, a large Indonesian food producer, faced issues when its popular Indomie instant noodle product was banned in Taiwan and withdrawn from stores in Hong Kong. Tests found the products contained two preservatives, methyl parahydroxybenzoate and benzoic acid, which are only approved for use in cosmetics and exceeded safe limits for food. While Indonesia's food regulator BPOM stated the chemical levels were within safe limits, the violations of other countries' regulations and use of unauthorized ingredients damaged the company's reputation for business ethics and consumer safety.
A Rose For Emily Critical Essay. A Critique of Emily Grierson in A Rose for E...Morgan Daniels
A Rose for Emily Analysis Notes Essay Example | StudyHippo.com. "A Rose for Emily" Essay. (PDF) A Response Paper on William Faulkner's "A Rose for Emily". A Rose for Emily - Summary (English Literature). A rose for emily response essay. A rose for emily research essay - dissertationmotivation.x.fc2.com. Critical Essay A Rose For Emily - A Rose for Emily: What the Symbols .... An Analysis of Emily from "A Rose for Emily" - Free Essay Example .... A Rose for Emily Essay | Essay on A Rose for Emily for Students and .... Outline for Analysis essay 1 - ENG 1B Introduction In William Faulkners .... Critical analysis essay for a rose for emily - getthesis.web.fc2.com. Character Features in A Rose for Emily Essay Example | Topics and Well .... A Rose for Emily: Lesson & Essay Prompt | A rose for emily, Literary .... A Rose For Emily Critique Essay Paper Example (300 Words) - PHDessay.com.
This document discusses factors that contribute to the success of entrepreneurs and small businesses, including innovation, leadership, and thinking globally. It provides examples of both the Scottish salmon farming company and Japanese automaker Mitsubishi to illustrate these concepts. While Scotland has found success with entrepreneurship, Japan lags behind other countries due to cultural factors, though the Prime Minister is working to change attitudes to encourage more entrepreneurial activity and small business growth in Japan. Thinking innovatively and internationally are important for any company that wishes to thrive in today's globalized economy.
This document discusses organizational ethics and the steps companies can take to promote ethics. It covers how a company's culture and ethical climate can influence employee behavior and notes that ethical situations arise across business functions. Professional associations in areas like accounting and finance have sought to provide ethical guidance. The document examines two cases of unethical behavior at large companies and how a company's culture can enable ongoing misconduct if issues are not addressed. It describes the components of ethical climates within organizations and some of the specific ethics challenges that can occur in functions like accounting, finance, and other business areas.
Bruce M. TharpORGANIZATIONAL CULTURE WHITE PAPERFour O.docxhartrobert670
Bruce M. Tharp
ORGANIZATIONAL CULTURE WHITE PAPER
Four Organizational Culture Types
04.09
2
ORGANIZATIONAL CULTURE
Through decades of empirical research, scholars have
established abundant links between organizational
culture and organizational performance. While
previously businesses were either unaware of culture’s
importance or believed it too difficult to manage, today
they recognize that it can be used for competitive
advantage. This is something that Apple Computer
gets. By leveraging their culture of innovation toward
product as well as internal processes, they have been
able to survive — despite incredible competition —
as well as venture into new and profitable markets. But
in order to use culture strategically, a company first
needs to understand its culture. And there’s the rub.
Culture is a complex issue that essentially includes all
of a group’s shared values, attitudes, beliefs, assump-
tions, artifacts, and behaviors. Culture is broad —
encompassing all aspects of its internal and external
relationships—and culture is deep in that it guides
individual actions even to the extent that members
are not even aware they are influenced by it. Scholars
tend to agree that the root of any organization’s
culture is grounded in a rich set of assumptions about
the nature of the world and human relationships.
For example, the underlying belief that people are
selfish and only out for themselves might unwittingly
influence a company’s attitudes and behaviors toward
outside salespeople, vendors, and consultants. This
is profound stuff that is largely invisible, unspoken,
and unknown to an organization’s members. So
is it possible to really know a company’s culture?
While admittedly it would be a daunting (and some
might claim impossible) task to fully account for all
components of a company’s culture, the dominant
attributes can generally be identified. In focusing on
“effective organizations”, research has uncovered many
critical dimensions. John Campbell (1974) and his
fellow researchers identified thirty–nine impor-
tant indicators. While such a list is helpful, it is still
impractical for organizations to account for so many
dimensions. Realizing this, Robert Quinn and John
Rohrbaugh (1983) reviewed the results of many studies
on this topic and determined that two major dimensions
could account for such a broad range. Their Competing
Values Framework combines these two dimensions,
creating a 2x2 matrix with four clusters.
THE COMPETING VALUES FRAMEWORK
The first dimension places the values of flexibility,
discretion, and dynamism at one end of the scale with
stability, order, and control on the other. This means
that some organizations emphasize adaptation,
change, and organic processes (like most start-up
companies) while others are effective in emphasizing
stable, predictable, and mechanistic processes (like
NASA, Citigroup, and most universities).
Competing Values Framewor ...
This document provides an introduction and overview of the Parisons Group, a leading business group in Kerala, India. The summary is as follows:
[1] The Parisons Group started as a trading outlet in 1982 and has since expanded to include wheat flour milling and edible oil refining operations across multiple locations in Kerala.
[2] The group is led by Managing Director Mr. N. K. Mohammed Ali and focuses on wheat products and edible oils. It owns several flour mills and is the largest producer of these food commodities in South India.
[3] The document outlines the objectives, mission, vision and organizational structure of the Parisons Group and provides details on its wheat products
This document provides an introduction and profile of the Parisons Group organization. It discusses that the Parisons Group started as a trading outlet in 1982 and has since expanded to include multiple manufacturing units with a total daily wheat flour milling capacity of 600 MT and edible oil refining capacity of 380 MT. The group is led by Managing Director Mr. N. K. Mohammed Ali and his brothers and has become a major presence in the agribusiness industry in South India, producing and distributing wheat flour and edible oils on a large scale. The document outlines the objectives of the study which include analyzing the various departments, current industry status, organization status and prospects, and management-worker relationships within the organization.
GlaxoSmithKline (GSK) is a large British pharmaceutical company formed through a series of mergers over the past 200 years. GSK has a presence in over 170 countries and engages in research and development of pharmaceuticals, vaccines, and consumer healthcare products. The company has a strong focus on ethics and values of patient-focus, integrity, respect for people, and transparency. GSK has a long history in India dating back to 1924 and remains committed to developing and providing affordable medicines to Indian patients.
Businesses combine for many reasons. The rationale for combining som.pdfaromalcom
Businesses combine for many reasons. The rationale for combining sometimes creates tunnel
vision where decision-makers fail to see all stakeholders and their potential impacts.
Suggest a stakeholder that is affected when companies combine. Also add the most important
considerations for this stakeholder during the combination planning process.
Solution
Corporate Social Responsibility (CSR) is the responsibility of an organization towards the
welfare and interests of the society in which it operates while maintaining a healthy bottom-line
of profits. Responsible, sustainable and transparent business models help build brand and
reputation as well as help strengthen the community and therefore the marketplace. Business
ethics examines ethical principles and moral or ethical problems that arise in a business
environment. Business ethics reflects the philosophy of business, one of whose aims is to
determine the fundamental purposes of a company. If a company\'s purpose is to maximize
shareholder returns, then sacrificing profits to other concerns is a violation of its fiduciary
responsibility.
The principles of right and wrong that guide an individual in making decisions are called ethics.
As ethics are about moral values, cultural assessments can be extremely valuable when assessing
the moral values in an organization. The message from businesses today is clear—employees
must be well trained and capable of making ethical decisions to protect the business from legal
liability and to maximize long-term profits.
3 Step checklist to analyze the ethics of common business situations:
The social responsibility movement is just one aspect of the overall discipline of business ethics.
Many companies believe they have a responsibility to \"give back\" to society. This focus
includes contributions of time and money, a duty to provide environmentally friendly products
and services, and a desire to improve the lives of individuals here and around the globe. A few
companies stand out as prime examples of how social responsibility can be productively coupled
with sound strategies to advance goodwill, while building sustainable and impressive businesses.
Burt’s Bees - The focus for Burt\'s Bees has always been on well-being and \"the greater good.\"
As part of the Natural Products Association, the company helped develop The Natural Standard
for Personal Care Products, which created guidelines for what can be deemed natural. Burt\'s
Bees follows the highest possible standards for packaging sustainability, furthering its dedication
to the cause as a member of the Sustainable Packaging Coalition. Since the brand\'s start at a
crafts fair selling $200 worth of honey, the company has since expanded to candles, lip balm and
now more than 150 products. In 2009, revenue topped $250 million.
The Body Shop - The Body Shop is regarded as a pioneer of modern corporate social
responsibility as one of the first companies to publish a full report on its efforts and initiatives..
The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
The link-between-workforce-health-safety-and-the-health-of-the-bottom-...Examinetics
Companies that focus on employee health, safety, and well-being through comprehensive workplace health programs outperform the stock market. Researchers tracked the stock performance of companies that won the Corporate Health Achievement Award, which recognizes exemplary occupational health and safety programs. A theoretical $10,000 investment in publicly traded award winners from 1997-2012 outperformed the market. Evidence suggests companies with cultures of health and safety have competitive advantages and are better managed overall. Focusing on workforce well-being generates higher productivity and lower healthcare costs, benefiting the bottom line.
CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 3 SPRING 2011 CMR.docxRAHUL126667
CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 3 SPRING 2011 CMR.BERKELEY.EDU60
Two and a Half Cheers for
Conscious Capitalism
James O’Toole
David Vogel
D
uring the recent decadus horribilis in which, for various rea-
sons, companies such as AIG, Goldman Sachs, Toyota, and BP
dominated headlines in the business press, a few companies
associated with the “Conscious Capitalism” movement have dis-
tinguished themselves by their commitments to ethical and sustainable business
practices (see sidebar, “Characteristics of Conscious Capitalism”).
The roll call of companies associated with Conscious Capitalism includes
Whole Foods, Trader Joe’s, Southwest Airlines, Starbucks, Patagonia, The Con-
tainer Store, and Google. Other companies frequently cited as having similar
characteristics include W.L. Gore, Tata, Stonyfield Farms, Interface, and Nucor.
Thanks to their relatively strong financial performance, many observers now
conclude that there is a viable alternative to the business practices that have
recently placed so many corporations in such bad light. Our purpose here is to
critically evaluate this claim.
Why Not Three Cheers?
In 1979, Irving Kristol published a volume of essays entitled Two Cheers
for Capitalism.1 Even as fervent a champion of economic freedom as Kristol could
not give capitalism a third hip-hooray because, as he admitted, the system is, by
nature, imperfect. He thus implicitly acknowledged the obvious: despite all its
advantages over a centrally planned economy, an unregulated market is prone
to boom and bust cycles, rewards short-termism, does not internalize environ-
mental costs nor provide for public goods, and can lead to grossly uneven distri-
butions of wealth both between nations and, internally, among the populations
of capitalist countries.
Two and a Half Cheers for Conscious Capitalism
CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 3 SPRING 2011 CMR.BERKELEY.EDU 61
It is claimed that the business practices associated with Conscious Capital-
ism promise to address such shortcomings of corporate capitalism as currently
practiced. Hence, it is not surprising that Conscious Capitalism has been widely
embraced by many business leaders, academics, and MBA students who have
become enticed by the prospect of integrating greater social responsibility into
mainstream business practices. Unfortunately, however, we only can give Con-
scious Capitalism two and a half cheers.
We applaud the pioneering efforts of many business leaders to create
a new model for business behavior and admire what their firms have accom-
plished; hence our two and a half cheers. Yet, we also are skeptical of their
claims that their practices will, or can, be more widely adopted, let alone bring
about the kind of social and environmental transformation of American business
(and world society) that its advocates and adherents envision. Just because some
business firms can survive, and even prosper, by behaving more vir ...
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This document discusses the characteristics of organizational behavior and culture. It identifies 7 primary characteristics that define organizational culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. It then provides examples and descriptions of each characteristic, highlighting companies that exemplify each one such as W.L. Gore for innovation, Microsoft for aggressiveness, Best Buy for outcome orientation, and public sector institutions for stability. The document explores both the benefits and potential downsides of each cultural characteristic.
This white paper discusses four types of organizational culture: control (hierarchy), compete (market), collaborate (clan), and create (adhocracy). These types are based on two dimensions - flexibility vs stability, and internal vs external focus. Each type has distinct characteristics and implications for workplace design. For example, a collaborate (clan) culture emphasizes teamwork and would need spaces that foster social interaction. However, the paper notes companies can have multiple subcultures and most have a dominant and subdominant culture type. It provides the organizational culture types as a framework but advises assessing the specific company's culture types and relationships between groups.
The document summarizes research on purpose-driven organizations. It finds that such organizations achieve superior financial performance and increased employee engagement and customer satisfaction compared to peers. Purpose-driven CEOs play a key role in advocating for their organization's core purpose and ensuring decisions are made in line with shared values. Authentically connecting employees' personal purposes to the organizational purpose is important. Purpose provides resilience for leaders and focus for organizations, driving long-term sustainable performance.
This document provides an overview of a thesis presented by Wendy Jones to the University of San Francisco in partial fulfillment of the requirements for a Master of Arts degree in Organization and Leadership. The thesis aimed to identify the three traits of corporate culture that are positively related to increased firm performance. Through a literature review, Jones identified collectivism, adaptability, and culture strength as the three traits linked to financial success. She then created a survey to measure these three traits in existing corporate cultures. Additionally, Jones developed a handbook to provide guidelines for organizations on how to adopt these three traits into their own corporate cultures in order to maximize performance. The document provides context for Jones' thesis and outlines her objectives to both measure existing cultures and provide guidance
This document provides an overview of Procter & Gamble (P&G), including:
1. P&G is a large multinational consumer goods company that manufactures a wide range of branded products for households. Some of their top brands generate over $1 billion in annual sales each.
2. The company was founded in 1837 in Cincinnati, Ohio and has since expanded globally through acquisitions and new product introductions.
3. P&G operates through Beauty and Grooming and Household Care divisions and has a presence in over 180 countries worldwide.
The document discusses Marco Polo, the famous explorer from Venice, Italy in the late 13th century. It notes that Marco Polo undertook an epic journey from Europe to Asia, traveling the Silk Road to China and serving in the court of Kublai Khan. The document also mentions that Marco Polo's written account of his travels, titled "Travels of Marco Polo", introduced Europeans to many aspects of faraway lands, including new trade goods, cultures, and geography. His book helped spark European interest in Asia.
Indra Nooyi is the current CEO of PepsiCo. She was born in India and received degrees from Madras Christian College and Yale University. She has worked at PepsiCo since 1994 in various leadership roles, including as CFO and President. As CEO since 2006, she has focused on making PepsiCo's portfolio healthier and more sustainable through reformulating products and increasing healthier options.
1,2, be & gg, abdul latif., se, prof. dr. ir. hapzi ali, mm, cma, article...Abdul Latif
PT Indofood CBP Sukses Makmur Tbk, a large Indonesian food producer, faced issues when its popular Indomie instant noodle product was banned in Taiwan and withdrawn from stores in Hong Kong. Tests found the products contained two preservatives, methyl parahydroxybenzoate and benzoic acid, which are only approved for use in cosmetics and exceeded safe limits for food. While Indonesia's food regulator BPOM stated the chemical levels were within safe limits, the violations of other countries' regulations and use of unauthorized ingredients damaged the company's reputation for business ethics and consumer safety.
A Rose For Emily Critical Essay. A Critique of Emily Grierson in A Rose for E...Morgan Daniels
A Rose for Emily Analysis Notes Essay Example | StudyHippo.com. "A Rose for Emily" Essay. (PDF) A Response Paper on William Faulkner's "A Rose for Emily". A Rose for Emily - Summary (English Literature). A rose for emily response essay. A rose for emily research essay - dissertationmotivation.x.fc2.com. Critical Essay A Rose For Emily - A Rose for Emily: What the Symbols .... An Analysis of Emily from "A Rose for Emily" - Free Essay Example .... A Rose for Emily Essay | Essay on A Rose for Emily for Students and .... Outline for Analysis essay 1 - ENG 1B Introduction In William Faulkners .... Critical analysis essay for a rose for emily - getthesis.web.fc2.com. Character Features in A Rose for Emily Essay Example | Topics and Well .... A Rose for Emily: Lesson & Essay Prompt | A rose for emily, Literary .... A Rose For Emily Critique Essay Paper Example (300 Words) - PHDessay.com.
This document discusses factors that contribute to the success of entrepreneurs and small businesses, including innovation, leadership, and thinking globally. It provides examples of both the Scottish salmon farming company and Japanese automaker Mitsubishi to illustrate these concepts. While Scotland has found success with entrepreneurship, Japan lags behind other countries due to cultural factors, though the Prime Minister is working to change attitudes to encourage more entrepreneurial activity and small business growth in Japan. Thinking innovatively and internationally are important for any company that wishes to thrive in today's globalized economy.
This document discusses organizational ethics and the steps companies can take to promote ethics. It covers how a company's culture and ethical climate can influence employee behavior and notes that ethical situations arise across business functions. Professional associations in areas like accounting and finance have sought to provide ethical guidance. The document examines two cases of unethical behavior at large companies and how a company's culture can enable ongoing misconduct if issues are not addressed. It describes the components of ethical climates within organizations and some of the specific ethics challenges that can occur in functions like accounting, finance, and other business areas.
Bruce M. TharpORGANIZATIONAL CULTURE WHITE PAPERFour O.docxhartrobert670
Bruce M. Tharp
ORGANIZATIONAL CULTURE WHITE PAPER
Four Organizational Culture Types
04.09
2
ORGANIZATIONAL CULTURE
Through decades of empirical research, scholars have
established abundant links between organizational
culture and organizational performance. While
previously businesses were either unaware of culture’s
importance or believed it too difficult to manage, today
they recognize that it can be used for competitive
advantage. This is something that Apple Computer
gets. By leveraging their culture of innovation toward
product as well as internal processes, they have been
able to survive — despite incredible competition —
as well as venture into new and profitable markets. But
in order to use culture strategically, a company first
needs to understand its culture. And there’s the rub.
Culture is a complex issue that essentially includes all
of a group’s shared values, attitudes, beliefs, assump-
tions, artifacts, and behaviors. Culture is broad —
encompassing all aspects of its internal and external
relationships—and culture is deep in that it guides
individual actions even to the extent that members
are not even aware they are influenced by it. Scholars
tend to agree that the root of any organization’s
culture is grounded in a rich set of assumptions about
the nature of the world and human relationships.
For example, the underlying belief that people are
selfish and only out for themselves might unwittingly
influence a company’s attitudes and behaviors toward
outside salespeople, vendors, and consultants. This
is profound stuff that is largely invisible, unspoken,
and unknown to an organization’s members. So
is it possible to really know a company’s culture?
While admittedly it would be a daunting (and some
might claim impossible) task to fully account for all
components of a company’s culture, the dominant
attributes can generally be identified. In focusing on
“effective organizations”, research has uncovered many
critical dimensions. John Campbell (1974) and his
fellow researchers identified thirty–nine impor-
tant indicators. While such a list is helpful, it is still
impractical for organizations to account for so many
dimensions. Realizing this, Robert Quinn and John
Rohrbaugh (1983) reviewed the results of many studies
on this topic and determined that two major dimensions
could account for such a broad range. Their Competing
Values Framework combines these two dimensions,
creating a 2x2 matrix with four clusters.
THE COMPETING VALUES FRAMEWORK
The first dimension places the values of flexibility,
discretion, and dynamism at one end of the scale with
stability, order, and control on the other. This means
that some organizations emphasize adaptation,
change, and organic processes (like most start-up
companies) while others are effective in emphasizing
stable, predictable, and mechanistic processes (like
NASA, Citigroup, and most universities).
Competing Values Framewor ...
Bruce M. TharpORGANIZATIONAL CULTURE WHITE PAPERFour O.docx
INSIDE SMITHKLINE BEECHAM.DOC
1. 1
INSIDE SMITHKLINE BEECHAM:
THE ORGANIZATION AND CULTURE
A Term Paper in IR 202
(Organization and Work)
Presented to
Dr. GERALDINE C. MAAYO
School of Labor and Industrial Relations, University of the Philippines
Diliman, Quezon City
In partial fulfillment of the requirements in
IR 202 First Semester
Academic Year 1999-2000
By
JAIME E. NOBLE, JR.
IR 202 / 6:00-9:00 p.m., Wednesday
2. 2
October 14, 1999
Table of Contents
page
I. Introduction 1
II. The Company
a) Company’s History 2
b) The Philippine Operation 3
III. Corporate Culture: The Theoretical Approach 4
IV. The Corporate Culture
a) On corporate goals and values 5
b) On management style
6
c) On human resources 6
d) The "Simply Better Way 7
e) On labor -management relations and industrial peace 8
f) On workers participation 9
g) On productivity and CBA 10
V. Conclusion and Afterthoughts 11
Bibliography 13
I. Introduction
3. 3
Corporate culture is one of the most important among subjects in
human resources management. It promoted the role of organizational
culture in corporate success. The people, the policies, and almost everything
about the place determine the realization of corporate objective.
To illustrate, if an individual although grows in the company for
years but seems to be unhappy with what happening around him, may
consequently result to turnover wherein the company will be adversely
affected specifically in its vision. Thus, cultural analysis is necessary if we
are to understand how new technology influences the entire organization
and us.1
This study generated two hypotheses, one coin viewed in two
perspectives. First, we can say that by having a strong culture the
performance of workers is dramatically better than companies with weak
culture because their goals may be fragmented. Similarly, on the other side
of the coin, having strong corporate culture the management can easily
impose control on the employees wherein conflict theorists support this
analysis.
Thus, the paper is written base on the two preliminary layout.
However, the study limits its discussion to present the actual view of the
company’s organization and culture in general approach. The analysis to
supplant the above hypotheses will be provided on the conclusion.
The purpose of this paper is threefold: 1) It will discuss briefly
company’s history and Philippine operation; 2) It will present the major
organization and culture of the company and discuss the issues and
problems the context of cultural analysis; and finally, 3) it addressed the two
1 Edgar H. Schein, Organizational Culture and Leadership, California: Josey Bass Inc., 1992, pp.
5.
4. 4
assumption on organization and culture briefly as a conclusion and
interpretation.
This paper was written based on the research on SmithKline Beecham
corporation wherein I used to work. It is a transnational healthcare company
and one of the leading pharmaceutical industries in the Philippines. This
company has a very distinct culture worth studying.
The facts on this study are based on my personal experience in the
company and interviews with Lito de Guzman (Human Resources Director),
Bobby Sabater (Sandigan-President), and Marlon Pasia (Sandigan-
Boardmember). This was supplemented by published and unpublished
materials and data’s of the company.
II. The Company
a) Company’s History
SmithKline Beecham, a pharmaceutical company was created by the
merger, on July 26, 1989, of two industry’s most respected names:
SmithKline Beckman and Beecham Group. In just a few short years, it has
emerged as a global healthcare leader.
SmithKline began as a small chemical business founded in 1830 by
Philadelphia brothers in law, John Smith and John Gilbert. It became Smith,
Kline & Company when Mahlon Kline was named partner in 1875. Many
notable discoveries were made by SmithKline scientist, including research
that led to Tagamet by John Black. Tagamet was the world's first effective
ulcer treatment that led to the company’s first $ 1 billion products. For the
achievement, Black was awarded three Nobel prizes in 1989. Again,
SmithKline was the first to launch an effective mental health treatment,
5. 5
Thorazine, a sustained- released medicine, Contac and Engerix-B, the
world’s first genetically engineered vaccine against Hepatitis B.
Beecham was incorporated in 1928, when it buys the Beecham Pills,
business that has been founded in 1842 by Thomas Beecham. The company
expanded greatly during the 1930’s then it bought the Macleans toothpaste
and lucozade energy drink. In the 1940’s when it established research
laboratories in Brockham Park in the U.K. Beecham scientist brought
worldwide fame to the Brockham Park facility in 1957, when they
discovered penicillin nucleus called 6-APA. That discovery made it possible
to create an infinite number of new penicillin’s that can be targeted at a pre-
determined range of bacteria.2
b) The Philippine Operations
SmithKline started its operation when it was granted a license on
September 25, 1963 to manufacture, sell, and export pharmaceutical related
products. It housed its manufacturing plant and office in Cainta with around
215 workforce.
On the other hand, Beecham Research started in 1966 management of
Zuellig Pharma Corporation based in Makati. It consists of around 90
employees mostly sales people. Its products were carried out by a third
party manufacturing, Interphil Laboratories in Sucat.3
Late 1980’s were crucial for both companies due to adverse economic
environment. A number pharmaceutical company has been declining its
local operation. They actualized their first round of structural adjustments
by strategic alliance to improve cashflow, increase profitability, and increase
market share in particular. Likewise, to increase productivity and global
2 Facts are gathered from press release on SmithKline Beecham’s history.
3 Ibid.
6. 6
competitiveness in general. The merger of SmithKline Beecham in the
Philippines was formalized on January 16, 1990 after series of integration
meetings.
In 1996, the company initiated another round of adjustments, the
acquisition of Sterling Corporation and its products. This can be viewed as
an expansion in its Philippine operation to cover the Asia and the pacific
markets. SmithKline Beecham decided to acquire the said company to
accomplish one of its plans to come up with new consumer products and
consequently maintain the Sterling’s network markets.
Today, it boasts and maintains a manufacturing plant in Cainta that
manufactures premium pharmaceutical related products for local and Asia
pacific market. The company also manufactures product for Sanofi
Winthrop, also a pharmaceutical company. Likewise, Interphil Laboratories
was retained to manufacture other pharmaceutical products. Thus, it came
out with a promise of “Simply Better”4
ways as a corporate culture and
values.
III. Corporate Culture: The Theoretical Approach
The company’s corporate culture is very apparent. The general
message of the corporate culture literature is that the cultures of an
organization (values, beliefs, ethos, and way of doing things) influence its
performance and can be manipulated by the management.5
4 Simply Better is SmithKline Beecham worldwide slogan.
5 Williams, Bobson, etal. Changing Culture: New Organizational Approaches, 2nd ed. London:
Institute of Personnel Management. 1989. pp. 14.
7. 7
The message also has prescriptive statement. Through a change in
management style and the use of mission statements. Here both
management and employees can advance together in one direction.
Likewise, the search for excellence becomes more a shared challenge and the
means in boosting profitability and productivity of the company.
The concept of corporate culture is most useful if it helps to explain
some of the more seemingly innovation aspects of an organization.6
One of
the common assumptions is that culture to contribute to performance, it
must possess distinctive traits and potent nature.7
This line of argument can
be found in different literature on the subject. It includes deeply ingrained
people oriented philosophy that is summarized as "respect of humanity".
This, combined with apparent autonomy of workers in the organization,
helps produce a sense of belonging or family feeling within the organization.
Thus, generating productivity and profitability through people.
IV. The Corporate Culture
a) On corporate goals and core values
Let me cite a part in the SmithKline Beecham’s promise, “At
SmithKline Beecham, the source of our competitive advantage is the energy
and ideas of our people, our strength lies in what we value: CUSTOMERS,
INNOVATION, INTEGRITY, PEOPLE, PERFORMANCE. We are people
with purpose, working together to make the lives of people everywhere
6 Edgar H. Schein, Organizational Culture and Leadership, California: Josey Bass Inc., 1992, pp.
8.
7 D. Levine, Reinventing the Workplace: How Business & Employee Can Both Win, Washington
D.C.: Brooking Institute, 1995, pp.11.
8. 8
better, striving in everything we do to become The Simply Better Healthcare
Company”.
On core values, the success of the company depends on the
achievement of these five core values. This can be referred as survival
manual of the organization that equipped the employee's tools of reference
to guide their respective daily undertakings in the company.
First, the customers. The company in customer oriented. It provides
products and services of superior value to meet the expectations of internal
and external customers. Thereby, maintaining and increasing the company's
competitive advantage.
Second, is the idea of innovation. The company constantly strives to
be creative and innovative in all its endeavors. All the employees are
encourage to bring forth new and better ideas for improved performance
whatever the responsibilities.
Third, performance and quality. The company is performance driven
and continuously aims to improve in all activities. Likewise, the company
demands openness throughout its operations to engender trust and
integrity.
Finally, the company considers the employees as partners that work
together in the pursuit of the company’s mission and goals. Here, teamwork
is strongly valued and every employee is motivated to succeed. As
mentioned earlier training and team building seminars are regularly
conducted on labor and management side.
b) On management style
The management style of SmithKline Beecham can be attributed to
founders of the company on which they establish hands on management
9. 9
and created a set of practices that grew up around the company. These
include informal meetings, dinner with employees, and out of towns.
The company that was created, became a transnational corporation
because of team commitment allied to philosophy of innovation through
people. In other words, it is a people-oriented company with the philosophy
of “Win-Win” environment.
The most notable aspect of the company approach to management is
the “Simply Better” Way, which stated the company’s basic values and
philosophy. This was put in writing and credited within the company as the
basis for its success and strong sense of employee's loyalty.
C) On human resources
SmithKline Beecham often uses credentialist system. Despite it is not
written formally in the corporate policy and claimed that the company is an
equal opportunity employer, the culture of the company dictates this
process. In fact, various publications analyze and interpret that the cultural
factor has a hand on this. Since culture influences what other members of
the organization, they interpret this situation and react to it are a significant
determinant of the of any undertakings being implemented.8
This
approach is apparently emphasized in the recruitment process wherein the
applicants are selected on the merits of the following parameters. First, the
educational level. The possession of a particular credential is characterize on
what level of education an applicant attained. In particular, the recruitment
people tend to classify the candidates for the job into undergraduate,
graduate, or postgraduate depending on the requirements of the job.
8 Williams, Bobson, etal. Changing Culture: New Organizational Approaches, 2nd ed. London:
Institute of Personnel Management. 1989. pp. 36.
10. 10
Second, is the prestige of the college or university. Applicants and
employees from reputable schools are given preferential treatment. Again,
let me reiterate that this is unwritten company policy. Of course, there is
always an exception, particularly on merit of the candidate and employees
productivity.
Third, the person’s capabilities are also taken into consideration.
These include past working experiences and qualifications. It depends on
how extensive one’s job and training. Basically, individuals who used to
work on large and prestigious companies are generally being considered.
d) The “Simply Better” Way
The employees live and work the “Simply Better” Way. First, the term
represents the corporate-wide culture initiative. It embodies all that
employees strive to be as company and individual.
Second, the term is a way of life. It a process of continuous
improvement aimed at attaining the company’s goal. The organization is
committed to develop individual skills for the transformation of employees
in more productive and competitive worker. In addition, it came out with a
“Mini MBA” program to develop continuing intellectual ability. Here, the
candidates for promotion and trained on basic and advance management
skills
Third, the phrase is more than just a framework of defining the
systems and processes by which the work is organized and the methods and
tools used to ensure consistent excellence. The company adopted a superior
way to satisfy customer needs through sustainable competitive strategy. It
embraces change and innovations by letting employees improve faster and
better, thereby optimizing opportunities for success.
11. 11
In effect, the “Simply Better” way is a management by process. It is a
new way of managing the company that gives the employees the tools to
solve problems whether working as individuals or team members, thereby
making their jobs easier and freeing them to be more creative. Moreover, the
phrase along with the company’s products, has come to represent what
SmithKline Beecham stands for across the world.
e) On labor-management relations and industrial peace
The company’s labor-management relationship may be describe as a
partnership with willingness on both sides to embark on new approaches
based on mutual trust and drive for improved performance. The nature of
labor-management relation is not adversarial. We can characterize it as a
mutual social partnership committed both sides' welfare.
The recently concluded collective bargaining was very good example
of mutually beneficial relationships between management and employees.
This has set the climate for alignment between management and labor in the
organization through more active worker's participation. This has also
imbued a sense of pride and accomplishment in the company.
The sound management and labor relationship were manifested by
the following concrete signs. First, active labor and management dialogues
were existing within the company resulting to open communication. This
was a new concept that may be viewed as initially threatening. However,
due to the level of mutual trust was instead was supported by the union.
Second, unions are considered partners in carrying out company
projects. For 18 years of union existence since 1980, the company never
experienced any form of strike or any form of protest that resulted in work
disruptions.
12. 12
Lastly, the company is supportive in the training and development
needs of the future leaders of union allowing them to take leave more than
what is prescribe in the CBA. Furthermore, core officers of the union were
trained on facilitation skills and have acted as co-facilitators in company
wide activities such as teambuilding program and other workshops.
With this, we can note that the essential variable was the relationship
that the team built with the labor group through constant feedback and open
communication to all concerned.
f) On workers participation and open communication
The attainment of the company’s goals can be attained through
corporate wide culture initiative that emphasized values and leadership
practices with employee's active participation. Workers were asked to share
in quest for continuous improvement.9
Consequently, both teams were very open in its communication
process that at no point was there a threat of a deadlock or need for a third
party to resolve the issued. The corporate climate of the company can be
notably considered as harmonious. However, conflict is inevitable within
the company itself. Nevertheless, what is unique in the organization is that
grievance address as early as possible and bring into proper forum which
are the HR and the Union to settle matters in utmost democratic judgment.
To further promote open communication the company also came out
with a program like “An Hour with the G.M. “ held regularly at the end of
each quarter. This aims to strengthen the communication lines particularly
between the general manger and the employees. In this session, the
employees are updated on highlights of the company regarding ongoing
projects, plans, and changes in systems or policies. Employers are also given
9 Gathered from SmithKline Beecham’s newsletter.
13. 13
the opportunity to ask question, raise issues or concerns that may need
clarification. This program has been ongoing up to present.
g) On productivity and CBA
The policies and procedures, particularly those connected with
performance management systems, actually had a very large part to play in
the management of the organization which the case of SmithKline Beecham.
This was perhaps illustrated by the effort that management put into the
measurement of productive annually not only with the rank and file but also
the managers. In fact, the recently concluded CBA was a productivity based.
In the past, CBA’s, the traditional method of Collective bargaining
was used thus, creating undue anxieties caused by the heated discussion.
Differences in position during the negotiations were prevalent forming a
“Win-Lose” atmosphere. Apparently, this affects the morale and
productivity of the employees. To solve the problem the company came out
with a series of team building activities with the union. In addition, other
joint workshop paved the way for a new thinking for the union and
management side.
The establishment of the partnership shifts the paradigm of labor-
management negotiation process from traditional style where concerns of
labor are opposed to the directions of the management. It transposed to a
principle-centered style where concerns of both parties are resolved through
a problem solving approach and “Win-Win” principle. Here, the culture of
mutual participation not adversarial relations can easily be detected.
What is also significant to the organization is that the existence of
these measures clearly put the company in an adaptive mode in this period
of global competition. This therefore guarantees not only survival but also
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competitiveness and growth of the company in the next wave of global
competition.
V. Conclusion and Afterthoughts
The paper presented a unique opportunity to know and examine
SmithKline Beecham’s organization culture. We can learn much of the
organization and culture on how they attained the company’s vision as an
individual and as a Human Resources practitioner.
As we have seen, culture is both an input and an output. The culture
of an organization therefore likely to be the product of past strategy.10
Culture influences what the employees attend to, how it interprets the
responses it makes to changes in external environment.11
In the case of SmithKline Beecham, organization and culture can be
look at two perspectives based on paper hypothesis. The functionalist view
is apparent that union and management because of the corporate culture are
determined to mutually work together (which is the essence of organization)
to achieve the corporate vision. We can also observe that the recent CBA was
to manifestation of this premise. Furthermore, the culture visibly provides
autonomy of the employees. In fact, auditing of employees on the spot or
without any prior advice from auditing party is not allowed although it is
not against the company policy of inspection. In return, the worker felt to
have a degree of autonomy over their work and performance. For the
management, this gives the worker the concept of responsibility and
accountability for the work the worker assigned to them.
10 Williams, Bobson, etal. Changing Culture: New Organizational Approaches, 2nd ed. London:
Institute of Personnel Management. 1989. pp. 35.
11 Ibid., pp. 36.
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Employees of SmithKline Beecham clearly know the goal of the
corporation and they are working to attain them. Both the worker and the
management in the company share only one goal, both are towards facing
the global challenge that requires labor and management to work hand in
hand.
On the other hand using Marxist paradigm, a strong corporate culture
acts a control over individual behavior, thus, allowing considerable
discretion without any connected cost for the company. Here, having strong
corporate culture the management can easily impose control on the
employees. An analysis using conflict approach on collective bargaining
provides us that the union was servile by choosing productivity-based pay
increase instead of the usual across the board. In productivity-based merit
increase can also be coined as profit-based wherein the management will
lose nothing because if the company’s operation is not profitable.
Therefore, although it is recognized that “Simply Better” Way does
buy a certain element of goodwill, they do not overemphasize it because of
the cost associated with isolating employees off by enforcing the culture in a
uniform manner. There is also evidence that points to important cultural
differences within organization (such as between division, departments,
staff groupings, and national operation) demonstrate that an attempt to
impose uniformity on these subcultures is often counterproductive. Thus,
we need to recognize in the implementation process of any program the
cultural perspective within the organization.
Lastly, an entity that represents the collective conscious and
unconscious of the organization and that forms the basis of influence on the
behavior of the organization. Thus, become significant determinant of
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organizational performance.12
The Company’s organizational goals are
geared towards increase profit, increase sales, and increase productivity. For
both enterprise and their workers, there is a need to understand the
dynamics of organizational change under this new economic regime so that
both can hurdle the threats and maximize the opportunities.
Bibliography
Williams, Bobson, etal. Changing Culture: New Organizational Approaches.
2nd ed. London: Institute of Personnel Management. 1989.
Richard Hall. Sociology of Work. US: Prentice Hall. 1996.
William G. Ouchi, Theory Z, New York: Avon Books, 1981.
Various SmithKline Beecham Newsletters and Press releases, published and
unpublished
Watson Wyatt Worldwide Philippines. Tactics and Processes of Corporate
Restructuring:The Philippine Experience. A Survey Report in 1999.
12 Williams, Bobson, etal. Changing Culture: New Organizational Approaches, 2nd ed. London:
Institute of Personnel Management. 1989. Pp. 37.
17. 17
Edgar H. Schein. Organizational Culture and Leadership. California: Josey
Bass Inc. 1992. pp. 5.
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