...Executive Summary: This case demonstrates a scenario of implementing a new system at Novartis in which several variables comes into play. Those variables are cultural differences and lack of organizational innovation. Novartis is facing obstacles on implementing the new HRIS within the organization because it puts pressure on HR associates that interacts with other firms and the company lacks on flexibility and adaptability. The project scope of the implementation is not quite clear and the deadline is too short. In addition, there is a lot resistance by the line managers in the actual implementation of the HRIS since it could increase the difficulties of subsequent implementations and future tasks. There are also cultural differences in communications with other Novartis branches in which can result of misinterpretation that could reduce the effort and commitment of the implementation of the new system. In order for this project to succeed, the senior managers must take action by being actively involved on the implementation of the new system, resolve problems/disagreements and encourage on the implementation of the new system with the line managers. A new company vision would be required and re-structuring the HR department on all branches will be required in order to accommodate the new system, therefore all Novartis branches can work concurrently. 1. What are the major technical, organizational and managerial challenges in the implementation of the HRIS? The major...
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... PROF: GLORYSON B CHALIL BATCH – PGCHRM – 13 SUBMITTED BY : DIPTI SAWANT SMS ID – 110293; SID – RH12075 STUDY CENTER – MUMBAI, SHIVAJI PARK The HR Colleagues whom I have identified as role model are: 1) Mr. Manish Kumar – President HR; Dhanalaxmi Bank (I have interacted with him during my stint with Alkem Labs. 2) Ms. Aarti Mudaliar – HR Business Partner; Novartis (I have interacted with her while assessing her for the opportunity in Novartis India). The HR Colleagues whom I would prefer avoiding working with 1) Mr. Alfred Mendes – Manager HR; PSS India Pvt Ltd. 2) Mr. Ashim Banerjee – Director HR; Wanbury (have interacted with him as a client of PSS) The working style of all the above mentioned professionals is very diverse from each other: Mr. Manish Kumar – President HR; Dhanalaxmi Bank * Mr. Manish Kumar was the Director HR in Alkem, when I was working there as a Brand Manager. * Manish Kumar has an ever smiling face in the organization. He has a warm and welcoming personality. He was down to earth, passionate, executioner with strategic bent of mind, relationship - oriented, and had a personal rapport with people across functions. He had a knack of making people comfortable around him. * Alkem Labs is...
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...9-708-486 REV: NOVEMBER 14, 2008 JORDAN SIEGEL Global Talent Management at Novartis Introduction Novartis CEO Daniel Vasella, M.D., was sitting in his first-floor office in 2007 in Basel, Switzerland, reflecting to an outside researcher about the path that had led to his becoming CEO, and the origins of his (and his company’s) philosophy around global talent management. In presentations Vasella gave to Novartis employees around the world, he continually emphasized that talent identification, the use of systematic talent development, and strong pay-for-performance were central tasks and responsibilities for the company and every manager. With regard to his and the company’s philosophy on accountability and incentive pay-for-performance, Vasella noted: “The best time to form views about management is before you come to the top. You see how the real world works and how bureaucracy works, and what people believe and never dare to challenge.” Vasella had spent five years in the U.S. as a manager for one of the predecessor companies to Novartis, and during that time he had learned about and embraced new models of incentive pay-for-performance that were being pioneered at General Electric: I was listening to what Jack Welch had to say in 1988/89 and I saw that they had a far better human resource and incentive system than we did in my company. I transferred back to home base in Switzerland in 1992, just after we had introduced variable incentive compensation in my U.S. operation...
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...company to pay them in installments over the course of the next five years when in fact we would really like to pay them over the course of three years. I would not discuss how the salary inequity occurred, however I would definitely discuss the policies and procedures that I would be establishing to prevent this situation occurring again. , I also would reiterate how much I truly value them as employees. Lastly, I would have a meeting with all of the supervisors to inform them that I would be making adjustment to some of the salaries to ensure that all employees are compensated equally across the board. The new compensation plans would presented at this time as well. Anyone with questions regarding their individual salaries could meet with HR. i. To do nothing would simply perpetuate the problem not to being unethical and illegal. The pay inequities expose the company to lawsuits from the women. Since Black’s family owns the company, ignoring the problem threatens the long-term success of the company regardless of his position within the company. ii. To...
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...[pic][pic][pic] | | | | | | The Too-Fast Track China’s rapid economic expansion has revealed a paucity of leadership talent, prompting companies to elevate young managers who oftentimes lack the necessary tools but, regardless, are highly sought after by competitors and can change jobs almost at will. By Ed Frauenheim [pic] s vice president of Hyatt International Hotels and Resorts for China and Taiwan, Edward Tai has promoted countless employees during his 34-year career with the upscale hotel chain. In fact, the affable 62-year-old China native says Hyatt often creates elaborate four-year plans to groom up-and-coming execs to head a department in China. But some of those rising stars—and many of Hyatt’s competitors—can’t endure a lengthy development pro¬cess. In leadership-starved China, raiding the competition in search of people who display a shred of managerial potential is all too common. And it’s penalizing executives like Tai, who wants to do things the right way. "By the second year, we do not think he is quite ready," Tai says. "But the other hotel chains, or other places, thinking he is from a Hyatt...
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...Business Strategy of Sandoz Bangladesh Term Paper on Business Strategy of Sandoz Bangladesh Submitted to Professor A K M Saiful Majid Course Instructor, Business Strategy (W650) Submitted by M Nakibur Rahman, Batch: 43D, Roll# 55 Wazedur Rahman, Batch: 46D, Roll# 143 Institute of Business Administration University of Dhaka 13 June 2013 Dr. A K M Saiful Majid Professor Institute of Business Administration University of Dhaka Dear Sir: We are pleased to submit our term paper on “Business Strategy of Sandoz Bangladesh” as per your kind guidance and instructions to fulfill the course requirements. Working for the paper had been of great learning experience for us. This project gave us the opportunity to analyze a real life sector that we could relate with the theoretical issues studied in the Business Strategy course. We are open to your queries and feedback regarding this report. Yours truly, Mohammad Nakibur Rahman Roll: 55, Batch: 43D Wazedur Rahman Roll: 143, Batch: 46D i Table of Contents Executive Summary ....................................................................... iii 1. Introduction ............................................................................. 1 1.1 1.2 Objective ................................................................................................................................. 1 Scope .............................................................................................................
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...Sales and Distribution Management Program Credit Course Code : PGPM : 3 : SL MM 606 Class of Sessions : 2012 : 30 Objective To make the student aware of issues related to sales force management focusing on ―selling‖ as a tool of Marketing Communication. The study of Channel Management offers an appreciation of logistics of information and goods, and exposes students to the types of systems required to optimize organizational efficiency through this function. Learning Objective: The aim is to prepare students to manage sales and channel teams for different types of selling, with the purpose of enhancing value based output and productivity Learning Outcomes: REFERENCE BOOKS Sales Management - Decisions, Strategies and Cases. 5ed Marketing Channels: A Relationship Approach Sales & Distribution Management Sales Management Sales and Distribution Management – Text & Cases Retailing Management – Text & Cases, 2 nd AUTHOR / PUBLICATION Richard R Still, Edward W Cundiff, Norman A, P Govoni- PCI Coughlan, 7th ed IUP Panda / Sahadev Havaldar / Cavale. Tata Mcgraw Hill - 2007 Pradhan, Swapna. Tata McGraw-Hill - 2006 e Faculty teaching the subject in all PGPM Campuses should refer Articles, Journals, Websites. Detailed Syllabus Introduction: Emerging Trends in S & D, Linking S & D Role & Responsibility of Sales person: - Cross Functional Linkages, Types of selling, Value Proposition, Lifetime Customer Value Creation- Key Accounts Management. Selling Skills: Communication...
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...Eastern Michigan University DigitalCommons@EMU Master's Theses and Doctoral Dissertations Master's Theses, and Doctoral Dissertations, and Graduate Capstone Projects 5-13-2003 Human Resources Practices in Corporate Culture Communication: A Case Study of Johnson & Johnson Flavia Xavier Follow this and additional works at: http://commons.emich.edu/theses Recommended Citation Xavier, Flavia, "Human Resources Practices in Corporate Culture Communication: A Case Study of Johnson & Johnson" (2003). Master's Theses and Doctoral Dissertations. Paper 4. This Open Access Thesis is brought to you for free and open access by the Master's Theses, and Doctoral Dissertations, and Graduate Capstone Projects at DigitalCommons@EMU. It has been accepted for inclusion in Master's Theses and Doctoral Dissertations by an authorized administrator of DigitalCommons@EMU. For more information, please contact lib-ir@emich.edu. HUMAN RESOURCES PRACTICES IN CORPORATE CULTURE COMMUNICATION: A CASE STUDY OF JOHNSON & JOHNSON by Flavia Xavier Thesis Submitted to the Department of Management Eastern Michigan University In partial fulfillment of the requirements For the degree of MASTER OF SCIENCE In Human Resources Management & Organizational Development Thesis Committee: Stephanie Newell, PhD, Chair Mary E.Vielhaber, PhD Diana Wong, PhD May 13, 2003 Ypsilanti, Michigan iii DEDICATION To God who has been a blessing my life with my beloved husband, Luis Felipe. iv ...
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...EPG SHRM Foundation’s Effective Practice Guidelines Series HRM’s Role in Corporate Social and Environmental Sustainability Produced in partnership with the World Federation of People Management Associations (WFPMA) and the North American Human Resource Management Association (NAHRMA) HRM’s Role in Corporate Social and Environmental Sustainability This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM®). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part...
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...showing a reduction in the magnitude of avoidable blindness by 2010. • Mobilize resources for eliminating avoidable blindness. In turn, the WHO agrees to: • Maintain and strengthen the WHO’s collaboration with governments and all partners of the initiative. • Ensure coordination of the implementation of the VISION 2020 plan, by setting up a monitoring committee grouping all those involved, including national government representatives. • Provide support for strengthening national capability, especially through development of human resources, to coordinate, assess, and prevent avoidable blindness. • Document, from countries with successful blindness prevention programs, good practices and blindness prevention systems or models that could be applied in other developing countries. • Report to the Fifty-Ninth World Health Assembly on the progress of the Global Initiative. Canada signed on to this agreement, and for that it deserves applause. However,...
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...NEW RESEARCH Does ADHD Predict Substance-Use Disorders? A 10-Year Follow-up Study of Young Adults With ADHD Clancey Bateman, Timothy E. Wilens, B.A., M.D., MaryKate Martelon, M.P.H., Gagan Joshi, M.D., Ronna Fried, Ed.D., Carter Petty, M.A., Joseph Biederman, M.D. Objective: High rates of substance-use disorders (SUD) have been found in samples of adolescents and adults with attention-deficit/hyperactivity disorder (ADHD). Predictors of SUD in children with ADHD who are at risk for the development of SUDs remain understudied. The main aims of this study were to identify clinically meaningful characteristics of children that predicted the future development of SUDs and to see whether the role of these characteristics varied by sex. Method: Subjects were children and adolescents with (n 268; mean age standard deviation 10.9 3.2 years) and without (n 229; mean age 11.9 3.3 years) DSM-III-R ADHD followed prospectively and blindly over a 10-year follow-up period onto young adult years. Subjects were assessed with structured diagnostic interviews for psychopathology and SUDs. Results: Over the 10-year follow-up period, ADHD was found to be a significant predictor of any SUD (hazards ratio 1.47; 95% confidence interval 1.07–2.02; p .01) and cigarette smoking (2.38; 1.61–3.53; p .01). Within ADHD, comorbid conduct disorder (2.74; 1.66 – 4.52; p .01) and oppositional defiant disorder (2.21; 1.40 –3.51; p .01) at baseline were also found to be significant predictors of SUDs...
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...What is HR consultancy firm- A Human Resource consultant not only concentrates of compliance issues and following best practices, but will also assist in employee programs and training and development. National PEO, for example, provides Human Resource services ranging from employee handbooks to compensation analysis. Professional Employer Organizations (PEO) has the staff and expertise to make business run more efficiently. They have special tax rules that company needs to utilize. Their employers are trained in the special needs that an HR consultancy business have. For example, Axis consultancy firm of bd have detailed knowledge pertaining to that community and its trends. It’s best to have a consultant that can take care of your local (city) needs along with whatever the state may require. Most major cities and even a few small metropolitan communities have Human Resource consulting firms. Knowledge or rules, laws and regulations are not the only things PEOs offer. Human Resource consulting needs are certain differ from business to business and city to city. They also provide any sort of service for employ’s background and other record checking. To recapitulate in short, whatever your particular business needs may be a reliable professional employer organization can be the key to your business running more efficiently and with a higher profit margin Arizona, Tuscon, Phonix, Las vegas are the most renowned international HR firm. Locally we have some renowned HR firms as...
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...Table of contents page 1.1 Compare and contrast different organizational structures and cultures……………...2 1.2 Explain how the relationship between an organization’s structure and culture can impact on the performance of the business……………………………………………………...4 1.3 Discuss the factors which influence individual behaviour at work…………………....42.1 Compare the effectiveness of different leadership styles in different organizations….52.2 Explain how organizational theory underpins the practice of management………….6 2.3 Evaluate the different approaches to management used by different organizations…7Reference……………………………………………………………………………………...8 | 1.1 Compare and contrast different organizational structures and cultures. * Syngenta is a young company; but it stems from an industrial tradition going back almost 250 years. Syngenta Ventures invests globally in innovative businesses which help Bring plant potential to life. Today, Syngenta is a world-leading plant science business. Syngenta currently employs more than 24000 people in over 90 countries. * Samsung is a leader in digital, semiconductors, memory, system integration solutions and it is a versatile group. Samsung Electronics was established in 1969, is the largest electronics companies in the world. Samsung Electronics Co. is developing to a new era in product development, corporate...
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...Mention “family business” and one might assume you’re talking about shops and restaurants around the corner or your local dry cleaner. But the vast majority of businesses throughout the world (two thirds of all businesses around the world )—from corner shops to multinational publicly listed organizations with hundreds of thousands of employees and best known brands like Novartis, Walmart, Facebook, Samsung Electronics, Volkswagen, Mars, are rooted family businesses. Kongo Gumi, one of the oldest Japanese construction family businesses funded in 578 till today with the 40 th generation. Prince Shotoku got Kongo family members to Japan from Korea more than 1,400 years ago to build the Buddhist Shitennoji Temple, which still stands. Over the centuries,...
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...university is any educational entity that is a strategic tool designed to assist its parent organization in achieving its goals by conducting activities that foster individual and organizational learning and knowledge. Corporate universities (CU) are a growing trend in corporations. In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. Experts estimate that there are more than 2,000 corporate universities (CUs) in the United States, either centrally located or operating as virtual universities. The number of CUs is growing: currently, 29% of organizations are establishing a corporate university or planning to do so. Due to today’s aging workforce, HR professionals look to corporate universities as an effective way to develop, attract and retain much-needed highly specialized workers. An overview of Corporate University * An organizational entity dedicated to turning business led learning into action. * Developed by those corporations who have shifted their focus from employee training to employee education as a result of "the emergence of the knowledge economy.” * Aim of achieving corporate...
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