netrashetty
Netra Shetty
Organisational Structure of Monsanto Company : The Monsanto Company (NYSE: MON) is a U.S.-based multinational agricultural biotechnology corporation. It is the world's leading producer of the herbicide glyphosate, marketed as "Roundup". Monsanto is also the leading producer of genetically engineered (GE) seed; it provides the technology in 90% of the world's genetically engineered seeds.[2] It is headquartered in Creve Coeur, Missouri.[3]
Agracetus, owned by Monsanto, exclusively produces Roundup Ready soybean seed for the commercial market. In 2005, it finalized purchase of Seminis Inc, making it the world's largest conventional seed company.
Monsanto's development and marketing of genetically engineered seed and bovine growth hormone, as well as its aggressive litigation, political lobbying practices, seed commercialization practices and "strong-arming" of the seed industry[4] have made the company controversial around the world and a primary target of the alter-globalization movement and environmental activists. As a result of its business strategies and licensing agreements, Monsanto came under investigation by the U.S. Justice Department in 2009.[
President
Hugh Grant
Director
John Bachmann
Director
William Parfet
Director
Arthur Harper
Director
Janice Fields
Director
George Poste
Director
Robert Stevens
Director
Frank AtLee
Director
Steven McMillan
Director
Gwendolyn King
Director
David Chicoine
CFO
Carl Casale
CTO
RF
Human Resources
SM
Manufacturing
ML
Seeds & Traits
BB
Sustainability & Affairs
GS
Staff & Community Relations
JH
Corporate Strategy
Cheryl Morley
Legal & Secretary
DS
Crop Protection
KP
Vegetable Business
CM
Control
NR
Treasurer
TH
Investor Relations
SF
First, a "global" philosophy is characterized by seeing the world as one more-or-less monolithic market with similar tastes and preferences. In contemporary parlance this is opposite to a "multidomestic" (or multinational or multilocal) philosophy by which one sees the world as made up of many more-orless unique markets, each with its distinct tastes and preferences. A position between these two extremes is called regionalism, whereby one sees the world as being made up of a small number of quite homogenous regions. These constructs can be applied to industries, firms, and organizational structures, and it is informative to understand how global thinking at industry and strategic levels apply.
For example, George Yip sees globalization as a function of the degrees to which the global marketplace is fragmented, local customer needs are distinct, local sourcing imperatives exist, costs are heterogeneous, and trade barriers are significant to cross-border commerce. Thus Randall Schuler, Peter Dowling, and Helen De Cieri and other scholars refer to some industries-like commercial aircraft, copiers, generic drugs, most electronics and computer hardware-as global industries; while retail, the food industry, and most services are considered substantially multidomestic.
Multinationals-and other large firms, for that matter-generally are divided into several parts, units, or divisions that reflect some aspect of their strategy. This link between structure and strategy was made famous in the classic book Strategy and Structure by Alfred DuPont Chandler. For example, a firm with five product categories may have been structured into five divisions, each division mandated to manage one of the product categories. Chris Bartlett and Sumantra Ghoshal build on this logic as they focus on organizational responses to global and local forces; and they describe four organizational types (or mentalities) for the global organization that represent organizational and strategic responses to various industry contingencies. For example, they describe the global firm that views the world as its market, assumes that national tastes are more similar than different, and that believes in standardized products; and these strategic approaches require structural integrative mechanisms that are to coordinate worldwide activities, production, marketing, research and development (R&D), and planning.
Agracetus, owned by Monsanto, exclusively produces Roundup Ready soybean seed for the commercial market. In 2005, it finalized purchase of Seminis Inc, making it the world's largest conventional seed company.
Monsanto's development and marketing of genetically engineered seed and bovine growth hormone, as well as its aggressive litigation, political lobbying practices, seed commercialization practices and "strong-arming" of the seed industry[4] have made the company controversial around the world and a primary target of the alter-globalization movement and environmental activists. As a result of its business strategies and licensing agreements, Monsanto came under investigation by the U.S. Justice Department in 2009.[
President
Hugh Grant
Director
John Bachmann
Director
William Parfet
Director
Arthur Harper
Director
Janice Fields
Director
George Poste
Director
Robert Stevens
Director
Frank AtLee
Director
Steven McMillan
Director
Gwendolyn King
Director
David Chicoine
CFO
Carl Casale
CTO
RF
Human Resources
SM
Manufacturing
ML
Seeds & Traits
BB
Sustainability & Affairs
GS
Staff & Community Relations
JH
Corporate Strategy
Cheryl Morley
Legal & Secretary
DS
Crop Protection
KP
Vegetable Business
CM
Control
NR
Treasurer
TH
Investor Relations
SF
First, a "global" philosophy is characterized by seeing the world as one more-or-less monolithic market with similar tastes and preferences. In contemporary parlance this is opposite to a "multidomestic" (or multinational or multilocal) philosophy by which one sees the world as made up of many more-orless unique markets, each with its distinct tastes and preferences. A position between these two extremes is called regionalism, whereby one sees the world as being made up of a small number of quite homogenous regions. These constructs can be applied to industries, firms, and organizational structures, and it is informative to understand how global thinking at industry and strategic levels apply.
For example, George Yip sees globalization as a function of the degrees to which the global marketplace is fragmented, local customer needs are distinct, local sourcing imperatives exist, costs are heterogeneous, and trade barriers are significant to cross-border commerce. Thus Randall Schuler, Peter Dowling, and Helen De Cieri and other scholars refer to some industries-like commercial aircraft, copiers, generic drugs, most electronics and computer hardware-as global industries; while retail, the food industry, and most services are considered substantially multidomestic.
Multinationals-and other large firms, for that matter-generally are divided into several parts, units, or divisions that reflect some aspect of their strategy. This link between structure and strategy was made famous in the classic book Strategy and Structure by Alfred DuPont Chandler. For example, a firm with five product categories may have been structured into five divisions, each division mandated to manage one of the product categories. Chris Bartlett and Sumantra Ghoshal build on this logic as they focus on organizational responses to global and local forces; and they describe four organizational types (or mentalities) for the global organization that represent organizational and strategic responses to various industry contingencies. For example, they describe the global firm that views the world as its market, assumes that national tastes are more similar than different, and that believes in standardized products; and these strategic approaches require structural integrative mechanisms that are to coordinate worldwide activities, production, marketing, research and development (R&D), and planning.
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