netrashetty
Netra Shetty
JN-International Medical Corporation is a U.S. based biopharmaceutical corporation which since 1998 has been focused on developing vaccines and diagnostics for infectious disease for developing countries. This private corporation (formerly known as Jeeri Neotech International, Inc) was founded in 1997 by Dr. Jeeri R. Reddy with the help of Dr. Kelly F. Lechtenberg in a small rural town, Oakland, Nebraska. From there it grew and expanded until in the year 2000 the corporation moved to Omaha, Nebraska. JN-International Medical Corporation (JNI) has overseas business offices and clinical trial centers located in Abidjan, Ivory Coast in Africa and in Kuala Lumpur, Malaysia, with vaccine cold chain facilities in Burkina Faso and Singapore. JNI partners with Global Health Organizations such as the Clinton Global Initiative,[1],the Global Business Coalition, New York[2] President's Malaria Initiative and PEPFAR.[3][4][5] JNI also partners with several other non-profit global health organizations,[6][7] NGOs, local governments and communities in developing countries to address the health issues related to HIV AIDS Malaria Tuberculosis and Bacterial Meningitis that scourges the underserved communities in West Africa, South East Asia and Latin America.
CEO
Samuel Lee
Director
Glenn Robson
Director
Jeereddi Prasad
Director
Kenneth Schwartz
Director
David Levinsohn
CFO
Mike Heather
Legal, Secretary
ES
Alta Hospitals System
DT
Finance & Operation
DF
Finance & Development
SK
Structure & Strategy
o Structure dictates how objectives & policies will be established.
o Structure dictates how resources will be allocated.
Matching Structure w/ Strategy Changes in strategy = Changes in structure Basic Forms of Structure
Mainly categorized in five types:
1. Entrepreneurial Structure
2. Functional Structure
3. Divisional Structure
4. Strategic Business Unit Structure (SBU)
5. Matrix Structure
1. Entrepreneurial Structure
The most elementary form of structure and is appropriate for an organization that is owned and managed by one person. A small-scale industrial unit, a small proprietary concern, or a mini-service outlet may exhibit the characteristics of organizations, which are based on an entrepreneurial structure.
Advantages of Entrepreneurial Structure
o Quick decision-making, as power is centralized.
o Timely response to environmental changes
Disadvantages of Entrepreneurial Structure
o Excessive reliance on the owner-manager and so proves to be demanding for the owner-manager
o May divert the attention of owner-manager to day-to-day operational matters and ignore strategic decision
o Increasingly inadequate for future requirements if volume of business expands
2. Functional Structure
As the volume of business expands, the entrepreneurial structure outlives its useful*ness. The need arises for specialized skills and delegation of authority to managers who can look after different functional areas. The functional structure seeks to distribute decision-making and operational authority along functional lines. Most widely used as simple and least expensive.
Advantages of functional structure
o Efficient distribution of work through specialization.
o Delegation of day-to-day operational functions
o Providing time for the top management to focus on strategic decisions
Disadvantages of functional structure
o Creates difficulty in coordination among different functional areas
o Creates specialists, which results in narrow specialization, often at the cost of the overall benefit of the organization
o Leads to functional, and line and staff conflicts
o Minimizes career development opportunities
o Poor delegation of authority, inadequate planning for products and markets
CEO
Samuel Lee
Director
Glenn Robson
Director
Jeereddi Prasad
Director
Kenneth Schwartz
Director
David Levinsohn
CFO
Mike Heather
Legal, Secretary
ES
Alta Hospitals System
DT
Finance & Operation
DF
Finance & Development
SK
Structure & Strategy
o Structure dictates how objectives & policies will be established.
o Structure dictates how resources will be allocated.
Matching Structure w/ Strategy Changes in strategy = Changes in structure Basic Forms of Structure
Mainly categorized in five types:
1. Entrepreneurial Structure
2. Functional Structure
3. Divisional Structure
4. Strategic Business Unit Structure (SBU)
5. Matrix Structure
1. Entrepreneurial Structure
The most elementary form of structure and is appropriate for an organization that is owned and managed by one person. A small-scale industrial unit, a small proprietary concern, or a mini-service outlet may exhibit the characteristics of organizations, which are based on an entrepreneurial structure.
Advantages of Entrepreneurial Structure
o Quick decision-making, as power is centralized.
o Timely response to environmental changes
Disadvantages of Entrepreneurial Structure
o Excessive reliance on the owner-manager and so proves to be demanding for the owner-manager
o May divert the attention of owner-manager to day-to-day operational matters and ignore strategic decision
o Increasingly inadequate for future requirements if volume of business expands
2. Functional Structure
As the volume of business expands, the entrepreneurial structure outlives its useful*ness. The need arises for specialized skills and delegation of authority to managers who can look after different functional areas. The functional structure seeks to distribute decision-making and operational authority along functional lines. Most widely used as simple and least expensive.
Advantages of functional structure
o Efficient distribution of work through specialization.
o Delegation of day-to-day operational functions
o Providing time for the top management to focus on strategic decisions
Disadvantages of functional structure
o Creates difficulty in coordination among different functional areas
o Creates specialists, which results in narrow specialization, often at the cost of the overall benefit of the organization
o Leads to functional, and line and staff conflicts
o Minimizes career development opportunities
o Poor delegation of authority, inadequate planning for products and markets
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