Introduction: Ciba-Geigy founded in 1750s has come to many changes in their business strategy from case-by-case decisively to be one of proactive planning for the future with corporate portfolio planning which allowed Ciba to decentralise into diversified businesses. At their latest reorganization‚ Ciba had five categories: Development‚ Growth‚ Pillar‚ Niche and Core allocated from 14 divisions with 33 sub-business units. Each division in each category has separate responsibility to the whole
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COURSE TITLE : “Human Resource Management” . COURSE CODE : EM-553. A Case Study On Management Development in Ciba-Geigy Ltd. (Novartis) Submitted To Professor Dr. Shahid U Ahmed Department of Management University of Dhaka Submitted By Md. Muyedul Islam ID # 3-09-16-034 Tahmina Afnan ID # 3-09-17-037 A.K.M. Majharul Huque Talukder ID # 3-09-16-021 Md. Farid Uddin ID # 3-09-16-028 Muhammad Abdul Malek ID # 3-09-16-019 Hasanuzzaman
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significantly from an employee’s perspective. Schein observed these differences first hand while consulting with DEC and Ciba-Geigy. The two companies were at opposite ends from a cultural standpoint‚ but were both considered high performing. DEC supported an unconventional open and free-spirited environment that created interesting behaviors within the business (Schein‚ 2010). Ciba-Geigy operated in a very formal and rigid manner. Authority‚ rank‚ and status were observed and well respected within the
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v. Alza Corp.‚ the court found independent standing as the licensee had completely unrestricted rights to sue for infringement. The licensor‚ University of California‚ gave an exclusive license to Ciba-Geigy. Alza claimed that Ciba-Geigy lacked standing‚ but this was rejected by the court because not only did the licensor give the licensee the right to sue infringers‚ they also agreed to not file any infringement suits of its own. The licensee was allowed to pursue
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Ciba’s Acquisition of Allied Colloids giddy.org http://pages.stern.nyu.edu/~igiddy/cases/cibaalliedcase.htm This is a case study of a competitive merger‚ in which the Swiss chemicals company‚ Ciba Specialty Chemicals‚ played the role of a White Knight in a bidding war for a British chemical company‚ Allied Colloids. The case study is intended to highlight a number of interesting and important features of hostile and competitive M&As and related issues. Read the following articles‚ news releases
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Swiss pharmaceutical giant Ciba-Geigy (now Novartis)‚ the Atlanta-based Ciba Vision sells contact lenses and related eye-care products to optometrists and consumers. Although the company produced some innovative new products in its early years‚ such as the first FDA-approved bifocal contacts‚ by the mid-1980s it remained a distant second to market leader Johnson & Johnson. Making matters worse‚ in 1987 J&J brought out a new‚ disposable contact lens that threatened Ciba Vision’s sales of conventional
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Ciba Specialty Chemical’s Case Analysis 1.) What caused Allied Colloids to become a takeover target? On March 12th 1998 Ciba Specialty Chemicals (SC) announced its acquisition of Allied Colloids‚ a company known as a global leader in water treatment. Allied Colloids acquisition aligned with Ciba’s goals in the form of establishing a new pillar for profitable and sustainable growth in the area of water treatment additives. Being the ambitious company that Ciba was‚ they realized that Allied Colloids
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CIBA vision is a leading manufacturer of contact lenses. They are recently confronting organisational restructuring and launching new R&D initiative to develop products to prevent threat from J&J in the low-cost running business model. However‚ the project was not successful due to several reasons. In this report‚ the factors that caused the project failure will be discussed and analysed. 1. Poor administrative management CIBA vision generally could not manage effectively with several projects
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Ms. Rodriguez placed an order Lafonts eye glasses and a set of doctor-prescribed Ciba Vision contact lenses on that site‚ DecorMyEyes.com. The total cost was $361.97. The next day‚ a man named Tony Russo called to say that DecorMyEyes had run out of the Ciba Visions. Pick another brand‚ he advised a little brusquely. Ms. Rodriguez‚ informed him she did not want another brand she then asked for a refund. Mr. Russo was rude and asked what the big deal was. With the contacts issue unresolved‚ her eyeglasses
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INTRODUCTION OF PFIZER INC Pfizer‚ Inc. Type Public (NYSE: PFE) Founded Brooklyn‚ New York‚ USA (1849) Headquarters New York City‚ New York‚ USA Key people Jeff Kindler‚ CEO David Shedlarz‚ VC Ian Read‚ Pres. of Pharma. Martin Mackay‚ Pres. of R&D Industry Health Care Products Accupril® Lipitor® Viagra® Revenue ▲$48.613 billion USD (2007) Net income ▲$8.298 billion USD (2007) Employees 106‚000 (2005) Slogan Working for a healthier world™ Website www
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