netrashetty
Netra Shetty
CVS/pharmacy (commonly called CVS) is the second largest pharmacy chain in the United States (after Walgreens), with approximately 7,027 stores in 45 states and Puerto Rico.[1] As the retail pharmacy division of CVS Caremark, it sells prescription drugs and a wide assortment of general merchandise, including over-the-counter drugs, beauty products and cosmetics, film and photo finishing services, seasonal merchandise, greeting cards and convenience foods through their CVS/pharmacy and Longs Drugs retail stores and online through CVS.com. It also provides healthcare services through its MinuteClinic healthcare clinics as well as their Diabetes Care Centers. Most of these clinics are located within CVS stores.
CVS is incorporated in Delaware, and is based in Woonsocket, Rhode Island. It was founded in Lowell, Massachusetts in 1963.
CEO
Simon Innes
Chairman of the Board
Richard Connell
Director
Christopher Marsh
Director
David Timmins
Finance
PC
1. analyse current development of Ferrari, its structure and design(
draw organization chart).
2. understand the usage of organizational behavior, assess the
personality type of Di Montezemolo based on 5 personality factor.
3. evaluate the advantages and disadvantages of the structure and how
this affects the behavior of people.
4. assess completely the key factors that contribute to the
organization design, what kind of structure either mechanistic or organic.
5. also assess the organizational culture, organizational changes
taking place with special focus on individual differences, motivation,
attitudes and performance.
6. strong focus on relevant competencies.
Team-based - operational and improvement teams are used up, down, and across the organization. A multitude of operational teams manage whole systems or self-contained subsystems such as regions, branches, processes, and complete business units.
Highly autonomous and decentralized - dozens, hundreds, or thousands of mini-business units or businesses are created throughout a single company (I've split business units of twenty five people into smaller business units). Local teams adjust their company's product and service mix to suit their market and conditions. They also reconfigure the existing products and services or develop new experimental prototypes to meet customer/partner needs.
Servant-Leadership - Senior managers provide strong vision, values, purpose, and strategic direction to guide and shape the organization. But very lean and keen head office management and staff also serve the needs of those people doing the work that the customers actually care about and are willing to pay for. Support systems are designed to serve the servers and producers, not management and the bureaucracy.
Networks, Partnerships, and Alliances - organizational and departmental boundaries blur as teams reach out, in, or across to get the expertise, materials, capital, or other support they need to meet customer needs and develop new markets. Learning how to partner with other teams or organizations is fast becoming a critical performance skill.
Fewer and More Focused Staff Professionals - accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.
Few Management Levels - spans of control stretch into dozens and even hundreds of people (organized in self-managing teams) to one manager. Effective managers are highly skilled in leading, (creating energy and focus), directing (establishing goals and priorities), and developing (training and coaching).
CVS is incorporated in Delaware, and is based in Woonsocket, Rhode Island. It was founded in Lowell, Massachusetts in 1963.
CEO
Simon Innes
Chairman of the Board
Richard Connell
Director
Christopher Marsh
Director
David Timmins
Finance
PC
1. analyse current development of Ferrari, its structure and design(
draw organization chart).
2. understand the usage of organizational behavior, assess the
personality type of Di Montezemolo based on 5 personality factor.
3. evaluate the advantages and disadvantages of the structure and how
this affects the behavior of people.
4. assess completely the key factors that contribute to the
organization design, what kind of structure either mechanistic or organic.
5. also assess the organizational culture, organizational changes
taking place with special focus on individual differences, motivation,
attitudes and performance.
6. strong focus on relevant competencies.
Team-based - operational and improvement teams are used up, down, and across the organization. A multitude of operational teams manage whole systems or self-contained subsystems such as regions, branches, processes, and complete business units.
Highly autonomous and decentralized - dozens, hundreds, or thousands of mini-business units or businesses are created throughout a single company (I've split business units of twenty five people into smaller business units). Local teams adjust their company's product and service mix to suit their market and conditions. They also reconfigure the existing products and services or develop new experimental prototypes to meet customer/partner needs.
Servant-Leadership - Senior managers provide strong vision, values, purpose, and strategic direction to guide and shape the organization. But very lean and keen head office management and staff also serve the needs of those people doing the work that the customers actually care about and are willing to pay for. Support systems are designed to serve the servers and producers, not management and the bureaucracy.
Networks, Partnerships, and Alliances - organizational and departmental boundaries blur as teams reach out, in, or across to get the expertise, materials, capital, or other support they need to meet customer needs and develop new markets. Learning how to partner with other teams or organizations is fast becoming a critical performance skill.
Fewer and More Focused Staff Professionals - accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.
Few Management Levels - spans of control stretch into dozens and even hundreds of people (organized in self-managing teams) to one manager. Effective managers are highly skilled in leading, (creating energy and focus), directing (establishing goals and priorities), and developing (training and coaching).