Organizational Structure of Proctor and Gamble

Organizational Structure of Proctor and Gamble Procter Gamble The company I have chosen for the assignment of managing change in organization is Procter Gamble. The company is a Fortune 500 American multinational corporation headquartered in Downtown Cincinnati, Ohio that manufactures a wide range of consumer goods. It is 6th in Fortunes Most Admired Companies 2010 list. PG is credited with many business innovations including brand management and the soap opera. History and Background of Company In 1887 PG institutes a pioneering profit-sharing program that gives employees an ownership stake in the Company. This significant innovation helps employees connect their vital roles with the Companys success. In 1924 PG becomes the first company to conduct deliberate, data-based market research with consumers. This forward-thinking approach enables us to improve consumer understanding, anticipate consumer needs and respond with products that improve their everyday life. In 1994 PG becomes one of the first companies to formally respond to consumer correspondence by establishing the Consumer Relations department. The addition of toll-free phone numbers in 1973 and e-mail in the 1980s further enhance consumers ability to contact us and keep the consumer at the heart of all we do. In 1995 Crest is co developed with Indiana University. This collaboration delivers a product that is a breakthrough in the use of fluoride to protect against tooth decay, the second-most prevalent disease at the time. In 2002 PG develops Naturella feminine pads specifically to meet the needs of low-income women in Latin America. Based on deep consumer understanding, Naturella responds to consumers desire for freshness with chamomile, a unique ingredient never before used in feminine care products. In 2005 High Frequency Stores common in developing markets emerge as our largest customer channel. Consisting of nearly 20 million stores across the world, HFS represents a particular opportunity in fast-growing, low-income markets. Through HFS, we connect to consumers with affordable products and packaging specially designed for their needs. Investigation Organizational Structure of Procter Gamble General definition of Organization structure: Organizational structure specifies the firms formal reporting relationships, procedures, controls, and authority and decision-making processes. Developing an organizational structure that effectively supports the firms strategy is difficult, especially because of the uncertainty (or unpredictable variation) about cause-effect relationships in the global economys rapidly changing and dynamic competitive environments. When a structures elements (e.g., reporting relationships, procedures, and so forth) are properly aligned with one another, that structure facilitates effective implementation of the firms strategies. Thus, organizational structure is a critical component of effective strategy implementation processes Types of organizational structure Simple Structure The simple structure is a structure in which the owner-manager makes all major decisions and moniÂÂ ­tors all activities while the staff serves as an extension of the managers supervisory authority. Functional Structure The functional structure is a structure consisting of a chief executive officer and a limited corporate staff, with functional line managers in dominant organizational areas, such as production, accounting, marketing, RD, engineering, and human resources. Multidivisional structure The multidivisional (M-form) structure conÂÂ ­sists of operating divisions, each representing a separate business or profit center in which the top corporate offiÂÂ ­cer delegates responsibilities for day-to-day operations and business-unit strategy to division managers. Procter Gamble The structure of the Procter and Gamble is multidivisional structure. Because the simple structure is used in a small organization where the owner works as a manager and take all the big decision for the company. Typically, the owner-manager actively works in the business on a daily basis. Informal relationships, few rules, limited task specialization, and unsophisticated information systems describe the simple structure. Frequent and inforÂÂ ­mal communications between the owner-manager and employees make it relatively easy to coordinate the work that is to be done. Functional structure is used for the organization which is growing but relatively small organization. This structure allows for functional specialization, thereby facilitating active sharing of knowledge within each functional area. Knowledge sharing facilitates career paths as well as the professional development of functional specialists. However, a functional orientation can have a negative effect on communicatio n and coordination among those repreÂÂ ­senting different organizational functions. Because of this, the CEO must work hard to verify that the decisions and actions of individual business functions promote the entire firm rather than a single function. Procter gamble is a relatively big organization with a business spread internationally so they are using multidivisional structure. The multidivisional structure of PG consists of operating divisions, each rep-resenting a separate business or profit center in which the top corporate officer deleÂÂ ­gates responsibilities for day-to-day operations and business-unit strategy to division managers. Each division represents a distinct, self-contained business with its own functional hierarchy. As initially designed, the M-form was thought to have three major benefits: (1) it enabled corporate officers to more accurately monitor the perÂÂ ­formance of each business, which simplified the problem of control (2) it facilitated comparisons between divisions, which improved the resource allocation process; and (3) it stimulated managers of poorly performing divisions to look for ways of improvÂÂ ­ing performance. Active monitoring of performance through the M-form increases the likelihood that decisions made by managers heading individual units will be in shareholders best interests. Brands and Products Brands Beauty and Grooming Products Some of the most famous products of beauty and Grooming brands are as under: CoverGirl Dolce Gabbana Puma Gillette Health and Well-Being Some of the most famous products of Health and Well-Being brand are as under: Vicks Oral-B Always Household Care Some of the most famous products of Household Care brand are as under: Ariel Bounce Bounty Background to Change In January 1999, Jager, a PG veteran became the new CEO taking charge at a time when PG was in the midst of a corporate restructuring exercise that started in September 1998. Jager faced the challenging task of revamping PGs operations and marketing practices. Soon after taking over as the CEO, Jager told analysts that he would overhaul product development, testing and launch processes. The biggest obstacle for Jager was PGs culture. Jager realized the need to change the mindset of the PG employees who had been used to lifetime employment and a conservative management style. On July 1, 1999, PG officially launched the Organization 2005 program. It was a program of six-year duration, during which, PG planned to retrench 15,000 employees globally. The cost of this program was estimated to be $1.9 billion and it was expected to generate an annual savings (after tax deductions) of approximately $900 million per annum by 2004. Change in Organization Structure Till 1998, PG had been organized along geographic lines with more than 100 profit centers. Under Organization 2005 program, PG sought to reorganize its organizational structure from four geographically-based business units to five product-based global business units Baby, Feminine Family Care, Beauty Care, Fabric Home Care, Food Beverages, and Health Care. Internal Change The change the PG going to make internally is starting new business unit in the organizational structure. This change probably effects the whole organization. Because it must share the organization sources financial as well as human resources. External change Environment is changing rapidly so the organization also needs to be a dynamic to cater the environment change. PG is the big organization so its new business unit definitely effects the environment and creates a new market. The Mistakes Committed The Organization 2005 program faced several problems soon after its launch. Analysts were quick to comment that Jager committed a few mistakes which proved costly for PG. For instance, Jager had made efforts in January 2000 to acquire Warner-Lambert and American Home Products. Contrary to PGs cautious approach towards acquisitions in the 1990s, this dual acquisition would have been the largest ever in PGs history, worth $140 billion. However, the stock market greeted the news of the merger negotiations by selling PGs shares, which prompted Jager to exit the deal. Implementing Strategies to Revive PG In June 2000, Alan George Lafley (Lafley), a 23-year PG veteran popularly known as AG, took over as the new President and CEO of PG. The major difference between Lafley and Jager was their style of functioning. Soon after becoming CEO, Lafley rebuilt the management team and made efforts to improve PGs operations and profitability. Lafley transferred more than half of PGs 30 senior most officers, an unprecedented move in PGs history. Building Diversity in the Organization At PG, we believe in taking advantage of all the unique and special differences that our employees possess and leveraging them to the fullest. Since diversity is a business strategy for PG, our efforts are focused on bringing in people from different ethnic and cultural backgrounds with remarkably diverse lives and career experiences. Organizations that are in touch are far more capable of understanding consumers from all walks of life. They are far more capable of understanding, appreciating and leveraging their own diversity. They are more capable of tapping the diversity of outside partners. Our recruiting efforts target universities all over Pakistan and are aimed at bringing in people with different leadership and thinking styles. Today, our organization draws from more than 30 schools and universities. We also focus on gender diversity by targeting women at universities for females and holding diversity sessions for female students on campuses. Women offer a different perspective that is crucial to our success. We aim to balance not only organizational diversity but also diversity within the various departments. Women make up about 25 percent of the workforce at PG Pakistan. To stress this goal to our employees, PG Pakistan has introduced many initiatives. To avoid defining our diversity objectives too narrowly and limiting them to percentages and representations of certain groups, PG has made tremendous recruiting efforts and has launched programs such as flexible work arrangements and the day-care center. Diversity is respected and required across all levels of the company. In fact, diversity action plans are developed in each region of the world to give local diversity strategies the best chance of success. Change Management Model: Dealing With Change 1. Denial The first response to a significant change is often shock, a general refusal to recognise the information. In this way we protect ourselves from being overwhelmed. Common responses include: Denying: This cant be happening. Ignoring: Wait till it blows over. Minimizing: It just needs a few minor adjustments. It is possible to continue working in the denial phase, but sooner or later the impact hits home and a personal response is required. Management Approach OF PG Be up front with information to individuals and groups of staff. Let them know that change is going to occur. Acknowledge their fears of change as legitimate. Explain what to expect and suggest actions they can take to adjust to the change. Give them time to let things sink in, and then have a planning session to talk things through. 2. Resistance In this phase things often seem to get worse. Personal distress levels rise. It is common to spend time looking for someone or something to blame, or to spend time complaining about the new set-up. Resistance is about fear of change. People may become physically ill, feel all sorts of physical, emotional, and/or mental symptoms. Some people may doubt their ability to survive the change. During this phase there is a greater focus on mourning the past, more than preparing for the future. Many people want to avoid the situation or pretend it is not happening, sometimes by moving back into denial. The self-acknowledgement of feelings being experienced, will ready people to move more quickly to the next phase. Management Approach of PG Listen, acknowledge feelings, respond empathetically, encourage support. Dont try to talk people out of their feelings, or tell them to change or pull together. If you accept their response, they will continue to feel they are able to tell you how they are feeling. This will help you respond to some of their concerns. Use questions to stimulate broader thinking and perspective setting. 3. Exploration After a period of struggle, individuals and organizations usually emerge from their negativity, breathe a sigh of relief, and shift into a more positive, hopeful, future-focused phase. People realize they are going to make it through OK. It can be as subtle as just feeling better, or as obvious as sleeping through the night for the first time since the change started. The timing is different for each person. New directions do not emerge all at once. Rather, what emerges first is the energy to put a search into action. People begin to discover and explore new ways, to start clarifying goals, assessing resources, exploring alternatives, and experimenting with new possibilities. A motivation to swing into action occurs without trying first to find the right way. It is important to resist completing the exploration phase too soon by accepting something less than what the person is capable of. This is a period of high energy, with creativity at its peak. Management Approach of PG Focus on priorities and provide any needed training. Follow-up on projects underway. Set short-term goals. Conduct brainstorming, visioning and planning sessions. Foster all learning opportunities to help overcome fear of change. 4. Commitment Finally, the individual has broken through the problems, discovered new ways of doing things and/or adapted to the new situation. The commitment phase begins with focus on a new course of action. This could be new ways of doing the job, or finding a new job. The successful commitment to a new course of action shows there has been learning growth and adaptation on the part of the individual. Management Approach of PG Set long-term goals. Concentrate on teambuilding. Create a mission statement. Validate and reward those responding to the change. Look ahead. Strategies pursuing by the Procter and Gamble Strategy 1 Delight the consumer with sustainable innovations that improve the environmental profile of our products. Strategy 2 Improve the environmental profile of PGs own operations. Strategy 3 Improve childrens lives through PGs social responsibility programs. Strategy 4 Engage and equip all PG employees to build sustainability thinking and practices into their everyday work. Strategy 5 Shape the future by working transparently with our stakeholders to enable continued freedom to innovate in a responsible way. Resistance and its Handling y PG Strong resistance to change is often rooted in deeply conditioned or historically reinforced feelings. Patience and tolerance are required to help people in these situations to see things differently. Bit by bit. There are examples of this sort of gradual staged change everywhere in the living world. PG the Psychological Contract is a significant aspect of change, and offers helpful models and diagrams in understanding and managing change potentially at a very fundamental level. Also, certain types of people the reliable/dependable/steady/habitual/process-oriented types often find change very unsettling. People who welcome change are not generally the best at being able to work reliably, dependably and follow processes. The reliability/dependability capabilities are directly opposite character traits to mobility/adaptability capabilities. Certain industries and disciplines have a high concentration of staff who need a strong reliability/dependability personality profile, for example, health services and nursing, administration, public sector and government departments, utilities and services; these sectors will tend to have many staff with character profiles who find change difficult. Age is another factor. Erik Eriksons fascinating Psychosocial Theory is helpful for understanding that peoples priorities and motivations are different depending on their stage of life. The more you understand peoples needs, the better you will be able to manage change. Be mindful of peoples strengths and weaknesses. Not everyone welcomes change. Take the time to understand the people you are dealing with, and how and why they feel like they do, before you take action.

New technological

Many people predicted the downfall of the IT industry a long time ago. After the technological bubble burst by 2000, their predictions saw reality with many dot com companies closing down in the face of investor uncertainty. Huge brand names like AOL eBay took a hit as well and only the strongest like Microsoft survived. Many thought this was the end of technological era even though this was not the case. The IT sector had not stopped growing nor had it declined; it had just stabilized and kept growing, even if not at the same rate as it was a few years ago. With technological advancements coming in by the hour, it is only natural for new people to rise above the rest to make a name for them selves among the multitude of entrepreneurs and whiz kids of the past and present. People like Bill Gates and Steve Jobs still might be the key players in the industry, they do however are no longer the new blood that this industry almost always seems to require in order to stay on top. Google founders Larry Page Sergey Brin could arguably be the next major players after the ones that actually started the hype of the technological era. More recently however, new faces have come up. Two of these are as follows: Technology: Youtube Description: Videosharing website that allows its user to upload, view and share audio visual clips. Popularity: Close to 8 million hits per day. YouTube was founded by Chad Hurley, Steve Chen, and Jawed Karim, who were all early employees of PayPal. Prior to PayPal, Hurley studied design at Indiana University of Pennsylvania. Chen and Karim studied computer science together at the University of Illinois at Urbana-Champaign. The domain name â€Å"YouTube.com† was activated on February 15, 2005, and the website was developed over the following months. The creators offered the public a preview of the site in May 2005, and six months later, YouTube made its official debut. Youtube became on of the fastest growing websites and even outpaced Myspace at this. Its business model is an advertising based revenue model where users clicking on ads are the source of revenue. This was an innovative idea and developed by the three youngsters with Chad Hurley being the Chief Executive Office and Steven Chen being the chief technology officer. Hurley, Chen and Karim got their start in the business world during the dot-com bubble and the bust that followed. Their venture money came in part through their connection to Roelof Botha, the South African former PayPal CFO. YouTube was born when the founders wanted to share some videos from a dinner party with friends in San Francisco. Sending the clips around by e-mail was not possible because they kept bouncing for being too big. Posting videos online wasn’t feasible either as no website allowed it. In 11 months the site became one of the most popular on the Internet because the founders designed it so people can post almost anything they like on YouTube in minutes. Steve Chen grew up in Taiwan until the age of 15, when his family immigrated to the United States. He attended high school at John Hersey High School as well as the Illinois Math and Science Academy and college from the University of Illinois at Urbana-Champaign. In June 2006, Chen was named by Business 2.0 as one of the â€Å"The 50 people who matter now† in business. Hence the person to look out for would be Steve Chen. Karim had a lesser role as he developed the website but was an advisor by the end. Their dreams were realized when Google bought Youtube for a whooping $1.6 Billion and made them the modern entrepreneurs of today. Technology: Fecebook Description: English social networking website. Popularity: Close to 8 million hits per day. The site was founded as Thefacebook in February 2004 by college sophomore Mark Zuckerberg at Harvard University with technical support from Andrew McCollum and financial support from Eduardo Saverin. The site was founded as Thefacebook in February 2004 by college sophomore Mark Zuckerberg at Harvard University with technical support from Andrew McCollum and financial support from Eduardo Saverin. Zuckenberg was not a new player in the field however. In 2003, Zuckerberg and friend Adam D'Angelo launched the Synapse Media Player. The player received high acclaim in its ability to predict songs to play based on the user's previous selections. Several software companies, including Microsoft, expressed interest in the player, though no formal deal was made. This is similar to the way Bill Gates was in his younger years; attaining acclaim as an avid programmer and being noticed by firms like IBM. Hence, it can be safely said that people like Steve Chen and Mark Zuckerberg are the modern day equivalent of Bill Gates and Steve jobs. They might not be as exceptional nor are their innovations as far reaching as Windows or iPod, they still are the current knights of the technological era and have done what their predecessors did before them; create something exceptionally unique with the ability to influence people internationally. References: Grossman, L. (2006). Time: Best Inventions, 2006. Retreived, March 22, 2007 from, http://www.time.com/time/2006/techguide/bestinventions/inventions/youtube.html Grynbaum M. (2004). Mark E. Zuckerberg ’06: The whiz behind thefacebook.com. Retreived, March 22, 2007 from, http://www.thecrimson.com/article.aspx?ref=502875

The Fundamentals of Order Custom Papers Revealed

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Cva Ischemic Stoke - 1522 Words

CVA Patients Profile Patient name: ABC Age: 32 yrs. Old Sex: Male Date of Admission: February 07, 2013 Admitting diagnosis: CVA prob. Thromboembolic Infarct GCS: 11 (Lethargic) V/S taken as follows: BP= 110/80 mmHg RR= 24 CPM PR= 82 BPM Temperature= 38.0 Í ¦C Patient’s History * Past medical history of Bell’s Palsy * Mild Stoke Introduction Cerebrovascular accident (CVA) or Stroke, is the rapid loss of brain function due to disturbance in the blood supply to the brain. This can be due to ischemia (lack of blood flow) caused by blockage (thrombosis, arterial embolism), or a hemorrhage. As a result, the affected area of the brain cannot function, which might result in an inability to move one or more limbs†¦show more content†¦These findings most likely to lead to the correct identification of a case of stroke increasing the likelihood when at least one of these is present. While these findings are not perfect for diagnosing stroke, the fact that they can be evaluated relatively rapidly and easily make them very valuable in the acute setting. ROSIER (recognition of stroke in the emergency room) Is a scoring system, based on features from the medical history and physical examination. For people referred to the emergency room, early recognition of stroke is deemed important as this can expedite diagnostic tests and treatments. Clinical Manifestation * Numbness or weakness of the face, arm, or leg, especially on one side of the body (Hemiparesis) * Confusion or change in mental status * Trouble speaking or understanding speech (Aphasia, Dysarthria) * Visual disturbances/ visual field deficits * Difficulty walking, dizziness, or loss of balance or coordination * Sudden severe headache Visual Field deficits * Homonymous hemianopsia * Loss of peripheral vision * Diplopia Motor Deficits * Hemiparesis * Hemiplegia * Ataxia * Dysarthria * Dysphagia Sensory Deficits * Paresthesia (occurs on the side opposite the lesion) Verbal Deficits * Expressive aphasia * Receptive aphasia Cognitive Deficits * Short and long-term memory loss * Decreased attention span * Impaired ability to concentrate *Show MoreRelatedA Short Note On Transient Ischemic Attack899 Words   |  4 PagesTIA or transient ischemic attack is the result of a temporary interruption of blood flow to part of the brain, spinal cord or retina. This is can cause stroke like symptoms, but does not damage to the brain cells or cause the person permanent damage. Although, the symptoms of a TIA are similar to that of a stroke such as numbness one side of the body or muscle weakness, difficulty speaking or understanding speech, loss of balance or dizziness and double visions or difficulty seeing out of one orRead MoreCerebral Vascular Accident ( Cva )916 Words   |  4 Pages Cerebral Vascular Accident April Williams HS200, Section # 01 Unit 4 Capstone Project: Cerebral Vascular Accident (CVA) Kaplan University 08/03/2015 â€Æ' Cerebral Vascular Accident also known as a stroke, happens when the artery that supplies the blood flow to your brain becomes substantially blocked or completely blocked (Overview - Stroke - Mayo Clinic, 2015). Without adequate blood supply the brain cells begin to die or become damaged. It is very important to get medical assistance as soon asRead MoreStroke also known as cerebrovascular accident (CVA), cerebrovascular insult (CVI), or a brain600 Words   |  3 PagesStroke also known as cerebrovascular accident (CVA), cerebrovascular insult (CVI), or a brain attack. A brain attack is the loss of brain function by the cause of disturbance in the blood supply to the brain. This disturbance occurs due to either one of two causes which are ischemia (lack of blood flow) or a hemorrhage (high increase of blood flow directly into brain; parenchyma or into the subarachnoid space which surrounds the brain with tissue). Ischemia is a formation by a blood clot that isRead MoreSymptoms And Tr eatments Of A Stroke1286 Words   |  6 Pagessignificant amount. This statistic only counts the stroke victims that die, but many stroke victims survive with few as well as major issues leading to a compromised life after. So what is a stroke? A stroke also known as Cerebrovascular accident (CVA) happens when there is a loss of blood supply to the brain. In the following we will be looking at the history of the disease, suspected causes, symptoms and treatments. Before we go into the history of a stroke take some time to look at the populationRead MoreA Study On A Cerebral Vascular Accident1464 Words   |  6 Pagescalled a stroke, CVA, or brain attack. The majority of patients who have had a stoke will have another one within one year. Stoke tend to occur more often in the southern United States also known as the â€Å"stroke belt†. This may be related to the larger number of elderly, tobacco use, and obesity. A cerebral vascular accident ranks high in the major leading causes of death in the United States, and it happens nearly every four minutes. There are three different types of stroke ischemic, hemorrhagicRead MorePathogram: Chronic Respiratory Failure Essays7624 Words   |  31 Pages|-Tracheostomy: to prevent closure of airway because of patient’s chronic respiratory failure and | |was brought to the ER from home by his family |little oxygen passes from the lungs into the blood or when |paralysis of throat muscles secondary to past CVA. | |who care for him. The patient’s family found him|the lungs are unable to properly remove CO2 from the |-Trach collar with 40% O2:To maintain adequate oxygenation. Read MoreThe Biological and Psychological Impact of Smoking Cigarettes4626 Words   |  19 Pagesbecause of smoking, it becomes damaged and produces chest pain. The disease cerebrovascular accident(CVA), more commonly known as stroke is a life threatening event in which part of the brain is not receiving enough oxygen and there is a sudden loss of brain function. It occurs when oxygenated rich blood that supplies part of the brain is suddenly interrupted(ischemic stroke). This happens because a small free floating clot or particle, known as embolism, which is travelling