netrashetty

Netra Shetty
Organisational Structure of Bristol-Myers Squibb : Bristol-Myers Squibb (NYSE: BMY), often referred to as BMS, is a pharmaceutical company, headquartered in New York City. The company was formed in 1989, following the merger of its predecessors Bristol-Myers and the Squibb Corporation. Squibb was founded in 1858 by Edward Robinson Squibb in Brooklyn, New York, while Bristol-Myers was founded in 1887 by William McLaren Bristol and John Ripley Myers in Clinton, New York (both were graduates of Hamilton College).

Lamberto Andreotti became the company's CEO on May 4, 2010. Former CEO James M. Cornelius remains chairman of the Board of Directors.

Bristol-Myers Squibb manufactures prescription pharmaceuticals in several therapeutic areas, including cancer, HIV/AIDS, cardiovascular disease, diabetes, hepatitis, rheumatoid arthritis and psychiatric disorders. Its mission is to "discover, develop and deliver innovative medicines that help patients prevail over serious diseases." Over the past several years BMS had been upping the price of its medicines to bolster profits. In 2008 Sprycel gained notoriety as the drug with the largest annual price increase, at 32%.

BMS' primary R&D sites are located in Princeton, New Jersey (formerly Squibb) and Wallingford, Connecticut (formerly Bristol-Myers), with other sites in Hopewell and New Brunswick, New Jersey, and in Braine-l'Alleud, Belgium, and Tokyo.

A major restructuring involves focusing on the pharmaceutical business and biologic products along with productivity initiatives and cost-cutting and streamlining business operations through a multi-year program of on-going layoffs. As another cost-cutting measure Bristol-Myers also reduced subsidies for health-care to retirees and plans to freeze their pension plan at the end of 2009.[citation needed]

In November 2009, Bristol-Myers Squibb announced that it was "splitting off" Mead Johnson Nutrition by offering BMY shareholders the opportunity to exchange their stock for shares in Mead Johnson. According to Bristol-Myers Squibb, this move is expected to further sharpen the company's focus on biopharmaceuticals.

In 1999, President Clinton awarded Bristol-Myers Squibb the National Medal of Technology, the nation's highest recognition for technological achievement, "for extending and enhancing human life through innovative pharmaceutical research and development and for redefining the science of clinical study through groundbreaking and hugely complex clinical trials that are recognized models in the industry." In 2005, BMS was among 53 entities that contributed the maximum of $250,000 to the second inauguration of President George W. Bush.[3]

BMS is a Fortune 500 Company (#114 in 2010 list). Newsweek's 2009 Green Ranking recognized Bristol-Myers Squibb as 8th among 500 of the largest U.S. corporations. Also, BMS was included in the 2009 Dow Jones Sustainability North America Index of leading sustainability-driven companies.


CEO
Lamberto Andreotti
2
Chairman of the Board
James Cornelius
2
Director
Sanders Williams
2
Director
Michael Grobstein
2
Director
Alan Lacy
3
Director
Vicki Sato
4
Director
Leif Johansson
4
Director
Togo West
2
Director
Laurie Glimcher
3
Director
Louis Freeh
Lead Director
Lewis Campbell
CFO
Charles Bancroft
Scientific, Pharmaceutical R...
ES
Americas
AH
2
Emerging Markets & Asia Paci...
John Celentano
Global Sales & Europe
BC
Technical Operations & Suppo...
CdN
Procurement
QR
2
Business Communication, Comm...
Robert Zito
Legal & Secretary
SL
Development
BD
Human Resource
AM
Control, Corporate Human Res...
JC


Amicably, the combining significance of culture and brain metaphors are important because they are the tools of thought (Cited from, Dennett, 1991 p. 455). The metaphor of the organization as brain has previously been used to illustrate the concepts of autonomous groups and organizational learning. It is becoming increasingly viable because of the advances in cognitive sciences, which now provide a theory not only of the externally observable behavior, but also of the mechanics, of an organization as a brain. However, such ABC change will move away from present state towards future state and or response to such significant opportunity arising within the organization (Cited from, Gilgeous, 1997) as ABC can be fast changing and with impending move to the globalization of markets, organizations have to cope with changes in business dynamics.

Furthermore, changes in ABC may take place in response to business and economic events and to processes of managerial perception and actions where managers see events taking place that indicated the need for change (Cited from, Pettigrew, 1985). Accordingly Schein explain that, “culture is accumulated shared learning of given group, covering behavioral, emotional, and cognitive elements of the group members’ total psychological functioning. For shared learning to occur, there must be history of shared experience, which in turn implies some stability of membership in the group. Given such stability and shared history, the human need for parsimony, consistency, and meaning will cause the various shared elements to form into patterns that eventually can be called a culture” (Cited from, Schein, 1992, p. 10). Such changes are inevitable but they can lead to conflict between the old and the new and between groups and individuals who have to adjust to them. If change is too fast rather than sustaining the organization, it will lead to disintegration of the common goals and ways of working which have previously existed.
 
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