Case 17 ? Johnson & Johnson :: essays research papers

Case 17 Johnson & antiophthalmic factor Johnson1.     Diversity should provide greater alternatives and inputs into the finale process, but if diversity is blocked due to organisational infrastructures that do not allow the free flow of information, than the diversity goes unutilized. Johnson & vitamin A Johnson (J&J) structured its company to insure the positive impact of diversity in regards to decision making through its creation of FrameworkS. Through Frameworks, the decision maker military commission is partnered with a conformation of coach-and-fours from around the organization that concentrate on specific, unprogrammed organizational decisions. FrameworkS matches the riddle with appropriate decision making method. In this approach, managers share the problem with others and engage the group in consensus to arrive at a final exam decision. By incorporating managers from around the organization, FrameworkS provides a process that boomingly incorp orates knowledge from a wide variety of sources. Managers are able to bring a variety of perspectives and experiences to deal with the problem at hand. The knowledge brought into focus is greater with these additional individuals involved. In addition, difficulties including decision biases (confirmation traps and hindsight traps) and escalation of commitment can be countered in a constructive manner. J&J provides an environment that supports information lookup and open discussion among members of the group. By challenging long-held assumptions, a better decision develops from the interaction of group members.2.     J&J wished to increase two the number and quality of strategic choices for creating its future. Groups are often more successful than individuals in developing creative solutions due to the increased diversity of ideas obtainable to the members. J&J managers attempted to benchmark high transaction activities by investigating processes at its three internal and three outer organizations. With a focus of identifying and implementing the new processes into J&J, the program "Whats reinvigorated" was the focus of the collection of J&Js executive and senior management team. By mixing managers from different organizations within J&J, the executive board hoped to manage knowledge in a manner that supports new ideas. A manager from one area whitethorn be able to shed considerable insight into the problems of a manager from another section of the company and as a result, organizational schooling is increased through a free exchange of ideas. 3.     J&J has shown through its Credo and actions that the company is very committed to estimable behavior on the part of its employees and managers. Its reaction to the Tylenol poisoning, with its emphasis on socially responsible behavior above immediate profits, was entirely legitimate with its ethical code of placing the customer first and shareholder interests second.