Organizational Structure Of P And G

Organizational Structure Of P And G Organizational structure refers to a framework around which group is organized with clearly defined set of duties and responsibilities. With an organizational structure, everyone knows what to do, and who is responsible for which specific task. Organizational structure helps to work in a better way. (Muscarella Vetsuypens, 2012)More formally, organizational structure is hierarchy of people and positions within organization. It is also represented as character or organization, its values and beliefs. there are many types of organizational structures and an organization follow one of these structures at one time, (Muscarella Vetsuypens, 2012) but is any exceptional case there may exists a structure different from that is adopted by that organization as whole. In this paper we will analyze different organizational structure in general and structure of Procter Gamble in particular in order has better understanding. Proctor Gamble is an American multinational. The headquarters of company are in down town Cincinnati, Ohio. The company offers a great range to consumer goods around the globe. Due to its expanded operations, PG is greatest producer of America in household products. It has almost 250 brands in categories including, beauty care, paper goods, laundry cleaning, food and beverages, health care and feminine care etc. Head Shoulder, Ariel and Pantene are most famous brands around the globe. Almost half of total revenues of P7G come from its top and well known brands. PG strive to achieve its mission to provide every day better life to its worthy customers around the globe through supply of high quality products and services. PG has 127,000 employees in almost 80 countries worldwide. PGà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s products are sold primarily through grocery stores drug stores, membership club stores and mass merchandise. PG is a publically owned company, listed on Paris and New York exchanges. Organizational Structure of PG: http://htmlimg2.scribdassets.com/6f9lu51w74xss1f/images/4-11c44118ed.jpg Organizational structure of Procter Gamble comprises of two Global Business Units, beauty and glooming and household care. These two Global Business Units are responsible for developing strategies for brands of PG. the main focus of these GBUs is common customer. Needs of common customers are identified through these global business units to develop, and upgrade products and services, and include innovative features in brands of PG. Initially PG had seven business units, there was a president to leads each Global business unit(Muscarella Vetsuypens, 2012) and each Business unit was completely responsible for profitability of related products and performance was measured and benchmarked against competitors of focused product category. The current structure of PG is four dimensions, front back hybrid matrix structure. There is a top leader, a coordination council, which is responsible for defining priorities and solve disputes, subordinates and matrix leaders, with need to balance and coordinate four influences structure. Global operations of Procter Gamble comprised of its MDO (Market Development organization). It is responsible of develop market entry programs for PG at local level. (Dodgson et al. 2006)Market development programs include country specific programs, trade channels and retail customers. Procter Gamble has organized MDOs along five organizational units that are situated in Latin America, North America, Western Europe, Eastern and central Europe and Asia. Procter Gamble defines North America, Western Europe and Japan as developed markets and Latin America, CEEMA, Greater china and AAIK as developing markets. Global business services part of Procter Gambleà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s structure assists the working of global business units in an effective manner. it provides processes, technology, standard data tools, make MDO and GBUs enable to understand business in better way and to better serve customers. Global business services organization of Procter Gamble has responsibility of providing world class solutions at lower cost, and minimum investment. The last component of organizational structure of PG is corporate function. This function is responsible for providing portfolio analysis, (Dodgson et al. 2006) company level strategy, human resources, external relations, treasurer, and corporate accounts, legal and centralized functional report. Analysis of organizations structure of PG reveals that it offers global scale benefits to PG, it makes it possible the local focus to be relevant to its customers in different countries, probably 180 countries around the globe. Organizational structure is present at PG as its better capability to grow; corporate structure of PG is based on a framework that enables it to strike the benefits of an international organization with efficiency and speed. PGà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s global operations always keep it in touch with its local communities. Moreover, efficient governance practices (Child,1972)help to ensure that PG conducts its operations with high standards and consistent quality improvements. PG has been utilizing this structure for more than on decade, the structure has been very helpful as it has doubled the capacity to innovate and more than $900 million for company have developed a unique partnership model allowing us to combine our best with the industryà ¢Ãƒ ¢Ã ¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s best. Other types of organizational structures: Functional structure: An organization with functional structure, divides its business operations and activities into different functions. There are different departments that are specifically deal with these specific functions such as marketing, production, sales and promotion, finance, Research and development etc. In functional structure, there are well defined responsibilities and guideline to follow that helps these departments to carry their functions efficiently and effectively. Career path of organization is also Cleary defined. (Muscarella Vetsuypens, 2012)As in functional structure, tasks are segregated on the basis of specialization; there is great opportunity for individuals to excel in their respective field. For instance, if any person has specialization in Marketing, he will be part of marketing department, where he will get chance to excel in hid marketing skills while bringing improved marketing efforts for the company and contributing in its profits. In such type of organizational structure, there is chance of conflict between departments. for instance, if sales ratio is not going good, marketing and sales department may blame production department for inefficient design of product that customer do not want to purchase despite of efforts of marketing department. Divisional structure: Divisional structure also called product structure. An organization that adopts divisional structure, divides it basic functions such as marketing, finance, sales, RD, production and design into distinct, self contained units that are efficient enough to perform all basic functions(Child,1972) related to given task. Organizations with divisional structure are autonomous in nature and self contained. These organizations are more responsive as compare to other organizational structures (Muscarella Vetsuypens, 2012)as they can quickly respond to changing business environment. General Motors Company has also adopted the divisional structure. GM has separate divisions of its different products such as locomotives, SUVs and Sedans etc. each division is can perfectly perform all basic and advanced activities relating to its function. Conclusion: Different organizations adopt different organizational structures. Every organization selects structure that suits its scale and type of business. Procter Gamble has adopted hybrid matrix structure that suits its global nature best. It has applied this structure so successfully that it is able to have it as its competitive advantage. As PG is an international fortune with its business operations worldwide, unique organizational structure offers it benefits on global scale. The structure also provides local focus to be relevant for its customers in more than 180 countries around the globe. The structure of PG is also easy to understand and carry no ambiguities; it defines role and responsibilities clearly and in precise manner and encourages innovation and creativity.

Pump Station Management

The software will control many aspects of the gas refueling process including the enabling of each pump for use, starting the pump’s motor, engaging the clutch on each pump which in turn will dispense the gas, displaying the current amount of gas pumped, recording each transaction and archiving the day’s transactions. The use of this control system will reduce the number of tasks the gas station attendant(s) must perform making the attendants making their job easier and possibly reducing the overhead of running the gas station by reducing the number of attendants needed.The use of this system automates many processes such as measuring the amount of gas dispensed and recording the details of each transaction. This system also increases the quality of the gas being dispensed by not allowing a pump to be enabled if the tank that services the pump is below 20%, because of this the sediment in the bottom of the gas storage tank is never pumped into the customer’s car. 3 Overview This Software Requirements Spacification is organized into two main sections: overall description and specific requirements.The overall description section provides information describing general factors that will effect the requirements of the software. The specific requirements section describes in detail the requirements the software must meet. Overall description 1 Product perspective Gasoline Pump Control System is an independent product that is totally self-contained. Below is a diagram which displays how the interfaces interact with one another.

Impact of Fdi to Farmers in India

Shanmuga sundaram. S (MBA 1st year student Garden City College) ABSTRACT The goal of this paper is to examine the opportunities, challenges, responsibilities and recommendations for Foreign Direct Investment (FDI) impact on farmers in India. Since last two decades India is the attractive and profit oriented market for the investment to developed countries.FDI is an easy path to enter the market of developing countries as India which has vast consumer market, big retail sector, reach aggregate demand, inadequate domestic supply, weak infrastructure, lack in technological background, political instability, low GDP, poor management skill, sick investment promotion strategies, government outlook towards investment, inadequate finance and unemployment all these factors are responsible for the attraction of developed countries about FDI in India.This paper will give a brief explanations regarding how FDI is going to help farmers in India in sectors like Agriculture, Seed production and Retail sector in India and the conclusion part will show that India needs FD I but it must help everyone in India to be benefited.KEY WORDS; FDI, Agriculture, Seed production, Consumer market, Aggregate demand, GDP,1. INTRODUCTIONToday the hot most debated topic and emotive reactions are because of FDI in India is one of the most stirring and promising markets in the globe. Technical and Skilled human resources are the finest available in the world.Private sector is the lifeblood of economic activity in India which is energetic and well spirited. Middle class population of India is greater than the population of the USA or the European Union which provide India a key place in International competition. Starting from a baseline of less than $1 billion in 1990, India reached more than $24. 2 billion to FDI in 2010. A recent UNCTAD survey projected, India as the second most important FDI destination (after China) for transnational corporations during 2010–2012. The significance of FDI is rising heavily due to its all round contributions to the growth of economy.FDI in developing countries like India will help to improve the current GDP. And in India Agriculture is an important sector of Indian economy and accounts for 15% of the Indian gross domestic product (GDP) Agriculture is the backbone of Indian economy if farmers are happy the entire country will move to a success path ahead the role of FDI must benefit the farmers as to go to a strong economic path the farmers must not only produce and sell their product but must make a value added product and the role of FDI must make farmers of India to turn as an entrepreneurs.2. FDI IN AGRICULTURE The FDI inflows to Agriculture services are allowed up to 100% and allowed through the automatic route covering horticulture, floriculture, development of seeds, animal husbandry, pisciculture, aqua culture, cultivation of vegetables, mushroom and services related to agro and allied sectors. Agriculture is the main stay of the Indian economy as it form the backbone of rural India which inhabit ants more than 70% of total Indian population. Only in tea sector 100% FDI is allowed with prior permission.In a statement the department of industry policy and promotion in the ministry of commerce and industry said that FDI policy vide press note 4(2006series) dated February 10 2006 was rationalised. Further it requires company divestment of 26% equity in favour of the Indian partner or Indian public within a maximum period of five years. This also requires approval from the concerned state government in case of change in use of land for such activities.3. ALLOWANCE BY INDIAN GOVERNMENT Farm credit target of 2’25’000 crore for the year 2007-08 has been set with an addition of 50 lakh new farmers to the banking system. * 35 projects have been completed in 2006-07 and addition irrigation potential of 900000 hectares to be created and training of farmers arranged. * A programme for delivering subsidy directly to farmers has been arranged. * Loan facilitation through Agr icultural insurance and NABARD has also been facilitated * Corpus of rural infrastructure development fund has been arranged.4. FDI IN RETAIL (PROS&CONS TO FARMERS) FDI in multi brand retail will boost investment in cold chain facilities and bring down post harvest losses which benefits farmers. India is 2nd largest vegetables producer and 3rd fruit producer if FDI steps in to India the post harvest loss will be in control so to prevent the losses we need investment in the cold chain so more investment to set up such facilities will come with entry of FDI this will benefit both farmers and consumers. 3% of fruits and vegetables have been wasted in India where in Australia are the worlds No 1 in this where only 1% is wasted. India has only 5,300 cold storages so by increasing the well organised supply chain management the wastage can be controlled. So after giant retail companies stepping up to India the problem can be reduced. The company like Wal-Mart supply chain management is hug e and perfect so the losses can be prevented 5. ADVANTAGES India has 600 million farmer’s 1,200 million consumers and 5 million traders both the consumer is benefited by FDI. In Mandi system does not favour farmers because they lose 5% of the value in transportation,10% in broker commission and 10% in quality parameters so direct purchase by large retailers will solve this problemMany village farmers face very difficult to market their product because it takes long distance to travel which includes expenses like transport and labour problem is growing very high so to stop this FDI will make a change.People acquire goods and services at low prices, Savings are possible from routine transactions and Deposit increases from domestic. Good flow of money certainly lead towards sound position of host country.The role of FDI in job creation and conservation is found more favourable . Good inflow of FDI creates new employments in industries and market sectors of host country.FDI incre ases the industrial productivity. With the step of large output, India will boosts exports where the foreign exchange will be high.FDI improves the GDP rate better GDP rate repairs living standard of peoples in host country. If farmers get the money immediately after the harvest they can get ready for the next cycle of production.With the entry of foreign direct investment, the Indian organized retail market has become more competitive in terms of implementing newer business models on the operational format and pricing and reinventing and improving the supply chain.6. DISADVANTAGES If directly taken from farmers what products will come to local market.Foreign companies always try to achieve quick and large refunds on their invested capital. They take interest only in profit oriented ventures and neglect domestic and traditional business from investmentProblem of employment in rural area is not adequately solved. Most of the population of India is lived with unemployment in rural reg ion. FDI favours only urban regions for the investment and neglect rural & backward regions.Indian political environment is not constant. Business policies are affected with the change of political environment. It will not create smooth and fine running FDI policies and benefits to farmer.India will become a slave to foreign countries.7. AGRICULTURAL RETAILINGAs a 2008 ICRIES study of the impact of organised (but Indian owned) found for example, Average price realisation for vegetables is if farmers are selling directly to organised retail is about 25% higher than their products sold to the regulated government mandi. The companies like Bharti Wal-Mart direct purchase from farmers also believed to have augmented incomes by 7 to 10%. Indian government and farmers work alone will not be enough retail chains will have to work with agricultural scientists and farming communities and determine the type and quality of production that will be appropriate for their markets.There will be a p rocess of mutual learning for example in Gujarat the sourcing of certain types of potatoes by Mceain foods using contract farming arrangements is an indicator of opportunities. There has been a lack of investment in the logistics of the retail chain, leading to an inefficient market mechanism in the economy. Though India is the second largest producer of fruits and vegetables (about 180 million MT/annum), it has a very limited integrated cold-chain infrastructure, with only 5386 stand-alone cold storages having a total capacity of 23. million MT. where 80% of this is used only for potatoes.The chain is highly fragmented and hence, perishable horticultural commodities find it difficult to link to distant markets, including overseas markets, round the year. Storage infrastructure is necessary for carrying over the agricultural produce from production periods to the rest of the year and to prevent distress sales. Lack of adequate storage facilities cause heavy losses to farmers in term s of wastage as well as selling price.8. FDI IN SEED PRODUCTIONIn Agriculture sector FDI is permitted in the development and production of seeds 100% FDI is allowed in fertilizer under automatic route in India. FDI inflows to fertilizers are beneficial for the expansion of the seeds and fertilizer industry in India. But in India the impact of seed companies have created huge loss to the farmers. The genetically modified seeds which is allowed in India since the year 2002.9. IMPACT OF BT SEEDS The entry of BT (Bacillus thuringiensis) seeds has created huge loss to the Indian Agriculture and Farming society. The genetically modified BT seeds which has capable to produce its own insecticide.After the entry of BT to India the poverty and many death rate of farmers increased particularly after the entry of the MNC company (Monsanto) in 2002 for every 30 minutes a farmer in India dies especially after the introduction of BT cotton . Compared to traditional seed genetically engineered seed s are very expensive and have to be repurchased every planting season. Genetically engineered plants require more water for growth and more pesticides than hybrid or traditional cotton seeds. This seeds were heavily marketed in India using film stars and with a price tag 4 to 10 times expensive than hybrid seeds.The total percentage of FDI Inflows to Fertilizers industry in India stood at 0. 26% out of the total foreign direct investment in the country during August 1991 to December2005. Prior to hybrids Farmers were able to harvest their own seeds from each crop to be planted next season. However many genetically engineered seeds contain terminator technology, meaning they have been genetically modified so that the resulting crops don’t produce viable seeds of their own. So as result new seeds must be purchased from the top companies. As a result farmers pay high price because the farmers thinks that they can save the money on pesticides.India has a traditional farming techn iques were India have taught great farming techniques to the entire world. But so far now 2 lakh farmers have been committed suicide particularly the highest in Maharashtra state. The entry of Monsanto an American based multinational company has destroyed 25% of farmers living in India. The most important is the turnover of Monsanto is 25 thousand crores which is high than India’s agricultural budget. So if we allow this type of companies like Monsanto through FDI after few years the total Indian economy will be in trouble. Table 1Source: Face sheet of Foreign Direct Investment (FDI) from April 2000 to March 201110. CONCLUSION To conclude this paper on FDI impact on farmers is likely to ensure adequate flow of capital into rural economy in a manner likely to promote the welfare of all sections of society, particularly farmers and consumers. It will bring about improvements in farmer income and agricultural growth and assist in lowering consumer price inflation due to the curr ent scenario of inefficient supply chain, lack of proper storage facilities and presence of multi-level intermediaries between farmers and direct consumers.FDI- driven â€Å"modern retailing† being a direct interface between farmers and retailers trigger a series of reactions which in the long run rural sphere can be one of the justifications for introducing FDI in agricultural retailing but the government should put in place an exclusive regulatory framework.11. REFERENCES Economic Reforms, Foreign Direct Investment and its Economic Effects in India by Chandana Chakraborty Peter Nunnenkamp March 2006Reserve bank of India online databases on FDI in farming Retrieved from (https://reservebank. rg. in/cdbmsi/servlet/login/)Retrieved from blog’s at Economic time’s news paper.Retrieved from publications at dipp. nic. in.Retrieved from tamilnadu agricultural university Coimbatore publications at www. tnau. ac. in/.D. Gupta, â€Å"Whither the Indian Village, â€Å"E conomic and Political Weakly, February2005.P Shivakumar and S Senthilkumar, ‘Growing Prospective of Retail Industry in and around India†, Advances in Management, Vol 4(2), 2011.

Evolution And Dispersal Of Modern People - 1112 Words

Homo sapiens neanderthalensis (Homo neanderthalensis) The Neandertals are the most controversial human ancestors that have coused many confusion in the past century and a half. In chapter 12 page 287 The origin, evolution and dispersal of modern people, discovery of the Neandertal in Feldhofer Cave was the first and famous one. It was featured in the Decoding Neandertals video. https://www.youtube.com/watch?v=tevSkylmvXk These Homo species existed between 230,000 and 30,000 years ago. â€Å"According to one theory, Neanderthals, Denisovans, and modern humans are all descended from the ancient human Homo heidelbergensis. Between 300,000 to 400,000 years ago, an ancestral group of H. heidelbergensis left Africa and then split shortly after. One branch ventured northwestward into West Asia and Europe and became the Neanderthals. The other branch moved east, becoming Denisovans. By 130,000 years ago, H. heidelbergensis in Africa had become Homo sapiens—our ancestors—who did not begin their own exodus from Africa until about 6 0,000 years ago.† https://genographic.nationalgeographic.com/denisovan/ Just like Homo sapiens, Neanderthals originated in Africa but migrated to Eurasia long before modern humans did. Neandertals and Denisovans both left Africa about 300,000 years ago and settled in Europe and western Asia. Scientists discovered a 40,000-year-old adult tooth and a five to seven years old a young girls fossilized pinkie bone in 2008, in Altai Mountains cave in southern Siberia.Show MoreRelatedQuestions On The Midterm Exam1486 Words   |  6 PagesWestern counterparts. For the most part, they believed that Africans had made little, if any, progress since some humans left the continent and established themselves in other parts of the world. 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