netrashetty
Netra Shetty
Organisational Structure of Becton Dickinson : Becton, Dickinson and Company (BD) (NYSE: BDX), is an American medical technology company that manufactures and sells medical devices, instrument systems and reagents. Founded in 1897 and headquartered in Franklin Lakes, New Jersey, BD does business in nearly 50 countries and has 29,116 employees worldwide.[2] In fiscal year ending Sep. 30 2009, 60% of BD sales were generated from non-U.S. markets.
The company's customers include healthcare institutions, life science researchers, clinical laboratories, industry and the general public. BD was one of the first companies to sell U.S.-made glass syringes. It was also a pioneer in the production of hypodermic needles. Today, BD is divided into three segments: BD Medical, BD Diagnostics and BD Biosciences.[3] In 2009, BD was ranked 347 in the Fortune 500 list.
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2
CEO
Edward Ludwig
Vice Chairman of the Board
John Considine
Director
Gary Mecklenburg
Director
Adel Mahmoud
Director
Claire Fraser-Liggett
2
Director
Cathy Minehan
3
Director
Marshall Larsen
4
Director
Basil Anderson
Director
Edward DeGraan
2
Director
Henry Becton
Director
Alfred Sommer
Director
Willard Overlock
3
Director
James Orr
Director
Bertram Scott
5
Executive Vice President
Gary Cohen
Executive Vice President
WK
6
Executive Vice President
John Hanson
CFO
David Elkins
President
Vincent Forlenza
Technology
SB
Medical Affairs
DD
Regulatory & External Affairs
PS
4
Legal
Jeffrey Sherman
Human Resources
DB
Ethics & Compliance
PR
Intellectual Property Counsel
DH
Secretary & Public Policy
DP
Control
WT
7
Treasurer
Richard Berman
Cultures may be described in terms of historically derived patterns and socially valued habits for which data may be found in all human activities and functions including political institutions and rules of law, constructions and influences of the fine arts, religious rites and dogmas and all forms of intellectual enquiry and speculation. Political problems, enlarged from national to world dimensions, involve these same data. The establishment of peace and security is a problem, not merely of bolstering the status quo and elaborating measures calculated to avoid armed hostilities, but of establishing an order extended to all peoples and fitted to their just expectations
Despite all the evidence, we keep smacking into many variations on the centralization themes. What makes things even worse is how senior managers in these dysfunctional organizations proclaim empowerment, participation, teams, leadership, trust, and the like. They often take partial measures while expecting total success. They liberate parts of their organizations while limiting other parts. They push hard with one foot on the accelerator while also pushing hard with their other one on the brake. Their words say, "you are empowered". Their actions say, "you are empowered as long as you get approval first."
These dysfunctional organizations end up trying to go in two opposing directions at once. We once halted an executive retreat and everybody went home after the group of seven division presidents and corporate staff vice presidents couldn't agree on whether their values were centralization or decentralization. Trying to do both at once was ripping the organization apart. The CEO never could decide which direction he wanted to commit to. He was eventually fired as frustrations and infighting rose while organization performance fell.
Most centralists don't set out to deceive anybody. In their heads they know that high degrees of involvement, participation, and autonomy are key elements in high organization performance. But in their hearts, they still crave orderliness, predictability, and control. That's one of the reasons strategic planning causes so many performance shortfalls in their organizations. It's part of their futile search for a master plan that can regulate and bring a sense of order to our haphazard, unpredictable, and rapidly changing world.
Our narrow accounting systems give centralists plenty of reinforcement. For example, hard financial measures can clearly show that consolidating and centralizing support services and functions saves money and increases efficiency — at least on paper. What doesn't show up is the alienation, helplessness, and lack of connections to customers or organizational purpose that centralized bureaucracy often brings. The energy-sapping and passion-destroying effects of efficiencies may save hundreds of thousands of dollars. But traditional accounting systems can't show the hundreds of millions of dollars lost because of lackluster innovation, mediocre customer service, uninspired internal partners, and unformed external partnerships.
The company's customers include healthcare institutions, life science researchers, clinical laboratories, industry and the general public. BD was one of the first companies to sell U.S.-made glass syringes. It was also a pioneer in the production of hypodermic needles. Today, BD is divided into three segments: BD Medical, BD Diagnostics and BD Biosciences.[3] In 2009, BD was ranked 347 in the Fortune 500 list.
I certify that my modifications are exact
Confirm Cancel
2
CEO
Edward Ludwig
Vice Chairman of the Board
John Considine
Director
Gary Mecklenburg
Director
Adel Mahmoud
Director
Claire Fraser-Liggett
2
Director
Cathy Minehan
3
Director
Marshall Larsen
4
Director
Basil Anderson
Director
Edward DeGraan
2
Director
Henry Becton
Director
Alfred Sommer
Director
Willard Overlock
3
Director
James Orr
Director
Bertram Scott
5
Executive Vice President
Gary Cohen
Executive Vice President
WK
6
Executive Vice President
John Hanson
CFO
David Elkins
President
Vincent Forlenza
Technology
SB
Medical Affairs
DD
Regulatory & External Affairs
PS
4
Legal
Jeffrey Sherman
Human Resources
DB
Ethics & Compliance
PR
Intellectual Property Counsel
DH
Secretary & Public Policy
DP
Control
WT
7
Treasurer
Richard Berman
Cultures may be described in terms of historically derived patterns and socially valued habits for which data may be found in all human activities and functions including political institutions and rules of law, constructions and influences of the fine arts, religious rites and dogmas and all forms of intellectual enquiry and speculation. Political problems, enlarged from national to world dimensions, involve these same data. The establishment of peace and security is a problem, not merely of bolstering the status quo and elaborating measures calculated to avoid armed hostilities, but of establishing an order extended to all peoples and fitted to their just expectations
Despite all the evidence, we keep smacking into many variations on the centralization themes. What makes things even worse is how senior managers in these dysfunctional organizations proclaim empowerment, participation, teams, leadership, trust, and the like. They often take partial measures while expecting total success. They liberate parts of their organizations while limiting other parts. They push hard with one foot on the accelerator while also pushing hard with their other one on the brake. Their words say, "you are empowered". Their actions say, "you are empowered as long as you get approval first."
These dysfunctional organizations end up trying to go in two opposing directions at once. We once halted an executive retreat and everybody went home after the group of seven division presidents and corporate staff vice presidents couldn't agree on whether their values were centralization or decentralization. Trying to do both at once was ripping the organization apart. The CEO never could decide which direction he wanted to commit to. He was eventually fired as frustrations and infighting rose while organization performance fell.
Most centralists don't set out to deceive anybody. In their heads they know that high degrees of involvement, participation, and autonomy are key elements in high organization performance. But in their hearts, they still crave orderliness, predictability, and control. That's one of the reasons strategic planning causes so many performance shortfalls in their organizations. It's part of their futile search for a master plan that can regulate and bring a sense of order to our haphazard, unpredictable, and rapidly changing world.
Our narrow accounting systems give centralists plenty of reinforcement. For example, hard financial measures can clearly show that consolidating and centralizing support services and functions saves money and increases efficiency — at least on paper. What doesn't show up is the alienation, helplessness, and lack of connections to customers or organizational purpose that centralized bureaucracy often brings. The energy-sapping and passion-destroying effects of efficiencies may save hundreds of thousands of dollars. But traditional accounting systems can't show the hundreds of millions of dollars lost because of lackluster innovation, mediocre customer service, uninspired internal partners, and unformed external partnerships.
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