netrashetty
Netra Shetty
Organisational Structure of Danaher : The Danaher Corporation NYSE: DHR, is a large global company headquartered in Washington, D.C., United States. Its products are concentrated in the fields of design, manufacture, and marketing of industrial and consumer products.
It operates in four segments: Professional Instrumentation, Medical Technologies, Industrial Technologies, and Tools & Components.
CEO
Lawrence Culp
Chairman of the Board
Steven Rales
Director
John Schwieters
Director
Linda Hefner
Director
Alan Spoon
Director
Mortimer Caplin
Director
Mitchell Rales
Director
Elias Zerhouni
Director
Walter Lohr
CFO
Daniel Comas
Executive Vice President
JL
Executive Vice President
Thomas Joyce
Executive Vice President
William Daniel
Development
DR
Legal
JG
To determine the similarities and differences in role, functions, philosophies, practices, organizational structure and degree of independence of central banks in Chinese and Western countries
To identify “governmental interventions that proved to be beneficial and/or detrimental in autonomy” and performance of central banks in China and the West.
To determine changes in policies and regulation that affect the roles, functions and performance of central banks in China and the West
To verify the “correlation between economic growth and financial stability” with roles and functions of central bank in China and the West
The movements in financial markets require a comprehensive and proactive central banking worldwide. This could mean “policy reformulation” and re-evaluation of current systems, procedures and practices. Prior to exploring what processes must be re-evaluated, a critical look to the nature and philosophy of central banking is critical globally. This study proposes a vital investigation on the roles and function of central banks in China and the Western countries. This research could contribute to understanding changes in financial markets and the subsequent responses of both China and Western countries to such financial market challenges. In addition, the study might provide answers on challenges in financial/monetary stability in China from a Western perspective or vice versa. Patterns and trends in economic growth and the effects of increased independence and autonomy for central banks in both China and Western countries would provide insights further. By investigating the roles and functions of central banks in both regions, this research may be able to generalize strategies from the prevalent practices and systems and identify significant strengths and weaknesses that could lead to better “role-and-function” strategies for the future. In this research, policy-makers and central banking economists could systematize their thinking about central banking in China and the Western area. It could be useful for us to discover the basics of central banking in these areas and understand central banking in Chinese and Western countries.
Everyone can see and manage their work as part of a whole, interconnected system, not as one in a bunch of parts and pieces.
People are trusted and treated as responsible, caring, and committed adults -- which is how they then behave.
A collection of small, self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
Ownership, commitment, energy, and passion levels are much higher.
Everyone focuses on meeting customer/partner -- not the internal bureaucracy's -- needs.
People have more control over their work. The vicious cycle of learned helplessness is replaced with a virtuous cycle of hopefulness and leadership.
Bureaucratic committees become entrepreneurial teams.
Feedback loops are much clearer, shorter, and closer to the customer and markets.
High-performing organizations that are thriving in today's chaotic world are adapting and pioneering a wide variety of highly decentralized structures. They are giving up control of people so that people can control their own and the organization's destiny. This is creating an explosion of organization structures and models with such names as network, shamrock, pulsating, jazz combos, adhocracy, horizontal, hollow spider's web, flat, meritocracy, modular, cellular, cluster, inverted, starburst, federal, pancake, and virtual
It operates in four segments: Professional Instrumentation, Medical Technologies, Industrial Technologies, and Tools & Components.
CEO
Lawrence Culp
Chairman of the Board
Steven Rales
Director
John Schwieters
Director
Linda Hefner
Director
Alan Spoon
Director
Mortimer Caplin
Director
Mitchell Rales
Director
Elias Zerhouni
Director
Walter Lohr
CFO
Daniel Comas
Executive Vice President
JL
Executive Vice President
Thomas Joyce
Executive Vice President
William Daniel
Development
DR
Legal
JG
To determine the similarities and differences in role, functions, philosophies, practices, organizational structure and degree of independence of central banks in Chinese and Western countries
To identify “governmental interventions that proved to be beneficial and/or detrimental in autonomy” and performance of central banks in China and the West.
To determine changes in policies and regulation that affect the roles, functions and performance of central banks in China and the West
To verify the “correlation between economic growth and financial stability” with roles and functions of central bank in China and the West
The movements in financial markets require a comprehensive and proactive central banking worldwide. This could mean “policy reformulation” and re-evaluation of current systems, procedures and practices. Prior to exploring what processes must be re-evaluated, a critical look to the nature and philosophy of central banking is critical globally. This study proposes a vital investigation on the roles and function of central banks in China and the Western countries. This research could contribute to understanding changes in financial markets and the subsequent responses of both China and Western countries to such financial market challenges. In addition, the study might provide answers on challenges in financial/monetary stability in China from a Western perspective or vice versa. Patterns and trends in economic growth and the effects of increased independence and autonomy for central banks in both China and Western countries would provide insights further. By investigating the roles and functions of central banks in both regions, this research may be able to generalize strategies from the prevalent practices and systems and identify significant strengths and weaknesses that could lead to better “role-and-function” strategies for the future. In this research, policy-makers and central banking economists could systematize their thinking about central banking in China and the Western area. It could be useful for us to discover the basics of central banking in these areas and understand central banking in Chinese and Western countries.
Everyone can see and manage their work as part of a whole, interconnected system, not as one in a bunch of parts and pieces.
People are trusted and treated as responsible, caring, and committed adults -- which is how they then behave.
A collection of small, self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
Ownership, commitment, energy, and passion levels are much higher.
Everyone focuses on meeting customer/partner -- not the internal bureaucracy's -- needs.
People have more control over their work. The vicious cycle of learned helplessness is replaced with a virtuous cycle of hopefulness and leadership.
Bureaucratic committees become entrepreneurial teams.
Feedback loops are much clearer, shorter, and closer to the customer and markets.
High-performing organizations that are thriving in today's chaotic world are adapting and pioneering a wide variety of highly decentralized structures. They are giving up control of people so that people can control their own and the organization's destiny. This is creating an explosion of organization structures and models with such names as network, shamrock, pulsating, jazz combos, adhocracy, horizontal, hollow spider's web, flat, meritocracy, modular, cellular, cluster, inverted, starburst, federal, pancake, and virtual
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