netrashetty
Netra Shetty
Dean Foods (NYSE: DF) is an American food and beverage company with two operating divisions: Fresh Dairy Direct and WhiteWave-Morningstar.[3] The company maintains plants and distributors in the United States and the United Kingdom.
CEO
Gregg Engles
Director
John Muse
Director
Jim Turner
Director
Thomas Davis
Director
Janet Hill
Director
Stephen Green
Director
Hector Nevares
Director
Blaine McPeak
Director
Wayne Mailloux
Director
Doreen Wright
Lead Director
Joseph Hardin
Alpro
Bernard Deryckere
CFO
Jack Callahan
COO
Joseph Scalzo
CFO
Shaun Mara
Strategy & Transformation
Gregory McKelvey
Supply Chain
Gregg Tanner
Development, Sustainability ...
MG
Legal
SK
Human Resources
PM
Research & Development
KDM
Business
HK
Morningstar
CS
Business Optimization
RF
Innovation
DC
“The emergence of new economic systems due to reforms in the later part of 1970s empowered the non-state sectors while also increasing the incentives of state-owned enterprises towards self-reliance”. The “mono-banking system” became insufficient. In order to address the issue strategically, the “Chinese government formally restructured People’s Bank of China as the central bank via a decree dated September 17, 1983 and effective January 1, 1984. People’s Bank’s commercial business functions were turned-over to ‘four state-owned’ commercial banks”. However, the People’s Bank continued to “provide loans for state-owned enterprises until 1994 when comprehensive financial reforms were commenced”. From that time on, People’s Bank no longer “issued loans to enterprises”. It then concentrated on becoming “a real central bank wherein adjustments of money supply and regulation of financial firms” is its core functions. In March 1995, “the Central Bank Law completely prohibited People’s Bank from financing government deficits and making loans in different levels of central and government agencies” (p. 7).
The law states that “the main objective of the monetary policy was to maintain the monetary stability that could facilitate economic growth”. Such policy reflects the “consensus between the policy-makers and economists that claimed that stable economic growth could only be achieved within a stable monetary environment”. The People’s Bank of China depended heavily on the government. Even before the law was promulgated People’s Bank was accustomed to performing “multiple objectives such as maintenance of monetary stability and promotion of economic growth”. “The situation or change of one element affected the position of another element”. For instance, when the government felt “a sudden need for economic growth acceleration, the People’s bank would be instructed to issue more credits to firms”. “A significant amount of credits would be accompanied by higher inflation” is induced by the high degree of economic growth
If we are unhappy with the behavior of people on our team or in our organization, we need to take a closer look at the system and structure they're working in. If they behave like bureaucrats, they're likely working in a bureaucracy. If they're not customer focused, they're probably using systems and working in structure that wasn't designed to serve the servers and/or customers. If they're not innovative, they're likely working in a controlled and inflexible organization. If they resist change, they're probably not working in a learning organization that values growth and development. If they're not good team players, they're likely working in an organization designed for individual performance. Good performers, in a poorly designed structure, will take on the shape of the structure.
Many organizations induce learned helplessness. People in them become victims of "the system." This often comes from a sense of having little or no control over their work processes, policies and procedures, technology, support systems, and the like. "You can't fight the system," they'll say with a shrug as they give the clock another stare hoping to intimidate it into jumping ahead to quitting time.
These feelings are often amplified by a performance management system that arbitrarily punishes people for behaving like the system, structure, or process they've been forced into. "Empowering" helpless people without changing the processes, structure, or systems they work in is worse than useless. It increases helplessness and cynicism. It's like "empowering" that seed in the Mason jar to become a full grown, well-rounded pumpkin — but leaving it in the jar.
Improvement planning, process management, teams, skill development, and the like are either constrained or boosted by our organization's structure and support systems. If they are poorly aligned with our Context and Focus (vision, values, and purpose), strategies, and goals, performance will never come close to its full potential.
CEO
Gregg Engles
Director
John Muse
Director
Jim Turner
Director
Thomas Davis
Director
Janet Hill
Director
Stephen Green
Director
Hector Nevares
Director
Blaine McPeak
Director
Wayne Mailloux
Director
Doreen Wright
Lead Director
Joseph Hardin
Alpro
Bernard Deryckere
CFO
Jack Callahan
COO
Joseph Scalzo
CFO
Shaun Mara
Strategy & Transformation
Gregory McKelvey
Supply Chain
Gregg Tanner
Development, Sustainability ...
MG
Legal
SK
Human Resources
PM
Research & Development
KDM
Business
HK
Morningstar
CS
Business Optimization
RF
Innovation
DC
“The emergence of new economic systems due to reforms in the later part of 1970s empowered the non-state sectors while also increasing the incentives of state-owned enterprises towards self-reliance”. The “mono-banking system” became insufficient. In order to address the issue strategically, the “Chinese government formally restructured People’s Bank of China as the central bank via a decree dated September 17, 1983 and effective January 1, 1984. People’s Bank’s commercial business functions were turned-over to ‘four state-owned’ commercial banks”. However, the People’s Bank continued to “provide loans for state-owned enterprises until 1994 when comprehensive financial reforms were commenced”. From that time on, People’s Bank no longer “issued loans to enterprises”. It then concentrated on becoming “a real central bank wherein adjustments of money supply and regulation of financial firms” is its core functions. In March 1995, “the Central Bank Law completely prohibited People’s Bank from financing government deficits and making loans in different levels of central and government agencies” (p. 7).
The law states that “the main objective of the monetary policy was to maintain the monetary stability that could facilitate economic growth”. Such policy reflects the “consensus between the policy-makers and economists that claimed that stable economic growth could only be achieved within a stable monetary environment”. The People’s Bank of China depended heavily on the government. Even before the law was promulgated People’s Bank was accustomed to performing “multiple objectives such as maintenance of monetary stability and promotion of economic growth”. “The situation or change of one element affected the position of another element”. For instance, when the government felt “a sudden need for economic growth acceleration, the People’s bank would be instructed to issue more credits to firms”. “A significant amount of credits would be accompanied by higher inflation” is induced by the high degree of economic growth
If we are unhappy with the behavior of people on our team or in our organization, we need to take a closer look at the system and structure they're working in. If they behave like bureaucrats, they're likely working in a bureaucracy. If they're not customer focused, they're probably using systems and working in structure that wasn't designed to serve the servers and/or customers. If they're not innovative, they're likely working in a controlled and inflexible organization. If they resist change, they're probably not working in a learning organization that values growth and development. If they're not good team players, they're likely working in an organization designed for individual performance. Good performers, in a poorly designed structure, will take on the shape of the structure.
Many organizations induce learned helplessness. People in them become victims of "the system." This often comes from a sense of having little or no control over their work processes, policies and procedures, technology, support systems, and the like. "You can't fight the system," they'll say with a shrug as they give the clock another stare hoping to intimidate it into jumping ahead to quitting time.
These feelings are often amplified by a performance management system that arbitrarily punishes people for behaving like the system, structure, or process they've been forced into. "Empowering" helpless people without changing the processes, structure, or systems they work in is worse than useless. It increases helplessness and cynicism. It's like "empowering" that seed in the Mason jar to become a full grown, well-rounded pumpkin — but leaving it in the jar.
Improvement planning, process management, teams, skill development, and the like are either constrained or boosted by our organization's structure and support systems. If they are poorly aligned with our Context and Focus (vision, values, and purpose), strategies, and goals, performance will never come close to its full potential.
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