Analysis of Codman & Shurtleff Codman & Shurtleff is an autonomous subsidiary of Johnson and Johnson (J&J). J&J is a decentralized company which has 3 basic doctrines to achieve success decentralized management‚ sense of responsibility and long term management. J&J has 155 autonomous subsidiaries in 46 countries and it employs 75‚000 people worldwide. These 155 units are divided into sectors based primarily on products. Codman & Shurtleff employs 800 people in 3 manufacturing locations and
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Codman & Shurtleff‚ Inc [pic] Team 7 Week 9‚ September 26 Executive Summary: Codman & Shurtleff is a subsidiary of Johnson & Johnson which supplied hospitals and surgeons worldwide with over 2‚700 products for surgery. Codman is now facing a profit shortfall of two million. A series of actions was decided in order to recover the shortfall‚ while the decisions made were somehow not aligned with J&J’s group philosophy. Codman managers decided to cut budgets of R&D expenditure which might
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Introduction This paper will review the "Codman & Shurtleff‚ Inc.: Planning and Control System" case study found in the 2nd edition of " Accounting for Managers: Texts and Cases". The case illustrates a comprehensive formal planning and control system used in formulating and implementing strategy at Codman & Shurtleff‚ one of Johnson & Johnson’s 155 subsidiaries. This paper will focus on the relationship between organizational innovation and formal planning and control systems in a decentralized
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CODMAN & SHURTLEFF : Planning and control system Introduction Define the situation. JJ and CD .. The teams‚ etc 1. The Johnson & Johnson planning and control system efficiency Definition : Management & Control System Management control system can be defined as a critical function in organizations. (K. A Merchant & Wim A. Van Der Stede‚ 2007). In other words‚ it can also be described as the process by which an organization secures to achieve its performance. Major roles of control
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Pay-for-Performance: Incentive Reward Program Pay-for-Performance: Incentive Reward Program The question of “how much does this job pay?” comes easily to most employees however they sometimes fail to recognize the complex nature that compensation and benefit programs have within an organization. There needs to be a distinct balance between these two areas – addressing the needs of the workforce but at a reasonable cost
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Incentives vs rewards Then there is the question of whether incentives should differ from rewards: the former being used to encourage good performance and foster a positive working environment‚ while the latter are offered as a bonus to employees who have already achieved a certain standard. This distinction is important‚ because offering performance-based rewards after the fact brings an incentive program much more into the area of ROI and accounting rather than focusing on employee satisfaction
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develop a compensation package for a vice-president‚ I prefer competency-based reward than others. First of all‚ membership-based reward does not conform to compensation of vice-president because today’s company needs new insights‚ new ideas and new tools‚ so seniority does not mean the best. Furthermore‚ membership-based reward does not directly motivate performance and work dynamic. Secondly‚ job status-based reward is matched because vice-president requires more skills and effort‚ and has more
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SYSTEM OF INCENTIVES AND REWARDS - A REACTION Submitted by: LARRY R. TABAJONDA (MPA Student) Submitted to: DR. BERNARD R. RAMIREZ (Professor) INTRODUCTION This is a Reaction Paper on Section 6 – System of Incentives and Rewards under Republic Act No. 6713 – “An Act Establishing a Code of Conduct and Ethical Standards for Public Officials and Employees‚ to Uphold the Time-honored Principle of Public Office Being a Public Trust‚ Granting Incentives and Rewards
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responsibility‚ and whose reporting line to Johnson & Johnson executive committee. The company operated manufacturing subsidiaries in 46 countries‚ sold its products in most countries of the world and employed 75‚000 people worldwide. And‚ for Codman & Shurtleff alone‚ one of J&J’s subsidiaries in question‚ it competed in 12 major product groups‚ operated three manufacturing locations and a distribution facility‚ in a very complex and competitive market‚ due to many factors including market shift
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A RESEARCH REPORT ON “ The effectiveness of incentive reward and recognition increasing sales” Submitted in Partial Fulfillment for the Award of Degree of MASTER OF BUSINESS ADMINISTRATION Of Chhattisgarh Swami Vivekanand Technical University‚ Durg(C.G.) Session 2011-2013 Submitted by Vikas sahu MBA III Semester‚ 2012 Examination Roll No.- 5013611070 Enrollment No. AI6022 DEPARTMENT OF MANAGEMENT BHILAI INSTITUTE OF TECHNOLOGY (An ISO 9001:2000 Certified Institute)
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