Assignment

On
cross cultural

amity business school

bbsr

submitted by:
suneet seth
3rd semester
QUESTION: Find a MNC for which we have reasonable access to
information...
Present the following:
1. Global strategy you know the org pursues in its international operation.
2. Present on the world map the presence of org indicating its headquarters and
its subsidiaries.
3. Discuss the org global structure
4.diffrentiate between domestic Hr function and international hr policy of the
firm

Johnson & Johnson (NYSE: JNJ) is a global American pharmaceutical, medical devices
and consumer packaged goods manufacturer founded in 1886. Its common stock is a
component of the Dow Jones Industrial Average and the company is listed among the
Fortune 500. Johnson & Johnson is known for its corporate reputation, consistently ranking
at the top of Interactive National Corporate Reputation Survey, ranking as the world's most
respected company by Barron's Magazine, and was the first corporation awarded the
Benjamin Franklin Award for Public Diplomacy by the U.S. State Department for its funding
of international education programs.

The corporation's headquarters is located in New Brunswick, New Jersey, United States. Its
consumer division is located in Skillman, New Jersey. The corporation includes some 250
subsidiary companies with operations in over 57 countries. Its products are sold in over 175
countries. J&J had worldwide pharmaceutical sales of $24.6 billion for the full-year 2008.

Johnson & Johnson's brands include numerous household names of medications and first aid
supplies. Among its well-known consumer products are the Band-Aid Brand line of
bandages, Tylenol medications, Johnson's baby products, Neutrogena skin and beauty
products, Clean & Clear facial wash and Acuvue contact lenses.
Type: Public (NYSE: JNJ)Founded: 1886

Founder(s) : Robert Wood Johnson, I James Wood Johnson, Edward Mead

JohnsonHeadquarters New Brunswick, NJ, U.S.Area served: Worldwide

Key people: William C. Weldon (Chairman) & (CEO)Industry: Major drugs, Health care,
Soaps, ShampoosProducts: Pharmaceuticals, Medical devices, Health care products,
Toiletries, Soaps, Shampoos, etc.

Global strategies followed by the j&j in its

international operation
Global strategies that was implemented by Johnson & Johnson in 1997. This strategy
includes many key aspects of corporate culture, leadership and global strategy integrated
into one single global human resources program. This program allowed Johnson & Johnson
to diversify their current employees, raise the standards for future employees, redefine the
standards of leadership within J&J and improve global management overall.

The first portion of this human resources plan was to redefine the standards of leadership
within J&J. This was accomplished by creating a new credo set of company values with over
60 specific behaviours that will dictate how well the company will perform. This new set of
credo values serves as the foundation for the new HR plan to build on. There are six essential
core credo values that were defined within the new plan, one of which is to behave with
honesty and integrity. Integrity is the most important core value within the leadership that is
important to employees according to the survey mentioned in lecture

The definition of integrity is adherence to a code of values this means that every employee
within J&J must adhere to the credo values; If a manager cannot act with integrity then the
employees cannot either; therefore lowering the expectations of employees.

The second credo value is to treat other with dignity and respect; this creates a corporate
culture that respects ideas and innovations of others and creates an overall inspiration for
innovation within the company. This also enables others to act within an organization, not
just the managers. By enabling others to act it will allow employees to gain recognition for
what they have done and receive praise for those actions. This credo value allows for a team
effort and involves others in the planning of decisions that will affect them creating an
emphasis on the “we” and not the “I” perspective.

The third credo value is to apply the credo values; this refers back to the first credo value of
integrity. Employees will follow their leader so it is critical that the leader adhere to those
values. The forth credo value ties into the last value discussed; use the credo survey results to
improve business. This credo survey is a survey that not only monitors how well employees
and managers are adhering to the credo values but gives them different scenarios to teach
them how to apply the credo values in a given situation.

The fifth credo value is to balance the interests of all constituents. This means to consider all
the parties that are involved within a given project and what they need out of the solution.
What good is a solution if it only addresses 2 out of 10 problems? This leads back to a
mutual respect between people within an organization. This requires employees and
managers to think out of their realm and to include others in order to come up with an
optimal solution for a given set of problems

The sixth and final credo value is to manage for the future, as I mentioned earlier the only
constant within business is change therefore every manager must think ahead for the future.
Being able to look ahead into the future is a characteristic of a good leader and that is what
the company is asking of their employees and managers.

Accompanied by these credo values J&J also redefined their management development by
instituting some key programs in order to further develop their employees to better fit their
global effectiveness. The first program that was implemented was formal training; this
training entailed different training depending on where the manager was based.

By implementing the human resources strategy J&J was able to refocus their development on
a global scale rather than on a regional level. Addressing issues such as culture and
leadership J&J was able to focus on a global level and in still these values among the
organization as a whole so it will function as one as opposed to many separately functioning
subdivisions within the company. J&J designed a strategically supportive culture so the
organization as a whole could address global problems with the help from all the different
regions working together to gain an optimal solution. J&J was able to create a strong fit
between strategy, culture and leadership in order to attain a well functioning global mindset
for a global organization.

Presence of J&J indicating its headquarters and

its subsidiaries
The company has historically been located on the Delaware and Raritan Canal, in New
Brunswick. The company considered moving its headquarters out of New Brunswick in the
1960s, but decided to stay in town after city officials promised to gentrify downtown New
Brunswick by demolishing old buildings and constructing new ones. While New Brunswick
lost at least one historic edifice (the inn where Rutgers University began) to the
redevelopment, the gentrification did attract people back to New Brunswick. Johnson &
Johnson hired Henry N. Cobb from Pei Cobb Freed & Partners to design an addition to its
headquarters, which took the form of a white tower in a park across the railroad tracks from
the older portion of the headquarters. The stretch of Delaware and Raritan canal by the
company's headquarters was replaced by a stretch of Route 18 in the late 1970s, after a

lengthy dispute.

Organisational global structure

OF
JONSHON&JONSHON

The organisational structure of J&J is flat. The reporting system from lower level to higher
level is very easy and it make soothing and comfortable for employees. I will use
Thompson’s typology to assess what kind of task independence is associated with a global
environment. I will also use Aldrich’s typology to show what kind of environment exists in a
global setting. Technology will affect the global structure of J&J because J&J is in the health
care industry which is a high velocity industry which takes large amount of research. Also
J&J needs to assess the technological developments of the region where they are marketing
their product in order to be effective. Pertaining to Thompson’s typology, the products at J&J
require pooled task independence. The product cannot just be put to market, J&J need get the
product idea from R&D, produce the product, get cleared with the proper legal authorities
such the AMA and there are many other authorities to go through in order to put a health
care product on the market. Most health care product tends to be formed using new
technology because humans are always looking for new innovations to improve health and
extend the average life span. The R&D department at J&J is very extensive in order to keep
up with changing times in the health industry therefore very technologically based. The
external environment is a very important factor in a global setting being that the environment
is foreign in most cases therefore more unpredictable that a familiar environment. Referring
to the Aldrich typology foreign environments are complex and dynamic which makes them
unstable and turbulent therefore the external environment is a big factor in structure within
J&J. Also highly technological industries such as the health care industry are perceived to be
high velocity. The structure that I would recommend for J&J is a global matrix structure
because a matrix structure is most often the only way global organizations can achieve the
combination of global, regional and product objectives that exist within organizations with
world-wide operations, distributed plants and supply chains. Also a matrix structure can
better help to balance the need to develop products and services. Sometimes matrix
structures are used only for a short period of time to complement culture change as J&J has
done with the human resources credo plan. Also matrix structures are suited well for cross-
functional project teams and aid in the harnessing the talents of a wider range of people
across a global business environment along with aiding communication lines. A matrix
structure aids global integration and aids local responsiveness, which is key in a ever-
changing technologically advanced environment where responsiveness is key.

Domestic Hr function and international hr policy

jonshon and jonshon
The domestic Human Resource function in J&J is shared amongst the divisions. The
division is involved in customizing people solutions that are specific to needs of the business
and the overall direction in which the business is headed. The HR function plays an active
part in Attracting Talent, Learning and Development Employee Relations and Reward
Management. It is also responsible for exciting culture building interventions especially in
the area of disseminating J&J's core values, building user friendly competency models for
assessment and development, 360 degree feedback processes and developing talent through
specific career planning. The role of HR is also defined to manage change initiatives in the
areas of Vision and Objective Setting, Performance Management, Team Building and
Conflict Resolution, Introduction of Technologies and Processes, driving the Women's
Leadership Initiative and Senior Management Coaching. HR is also involved extensively in
developing J&J as a fun place to work with a number of employment engagement activities
that include the family as well. The challenges of working as a HR person in J&J, is to be
able to support the people requirements of very different businesses and yet drive a level of
consistency across the board. It is a matter of great pride that J&J has been voted as the 3rd
Great Place to Work and 4th Best Employer.

International HR POLICY
➢ Equal Employment Opportunity and Affirmative Action
➢ Harassment Free Workplace
➢ Leadership Development Program (HRLDP)
Equal Employment Opportunity and Affirmative Action:
The equal opportunity and affirmative action policies and the spirit in which J&J embrace
employees. Not only are the principles and objectives of these policies a reflection of the
law, but also embody the philosophy of the Johnson & Johnson Credo. J&J all share the
responsibility of creating an open and welcoming work environment that encourages
contributions from people of all backgrounds and experiences. In this way, to ensure that J&J
workplace reflects the full intent of Our Credo.
The equal opportunity policies and affirmative action programs are designed to ensure that
all applicants and employees are considered for opportunities without regard to race, color,
religion, gender, sexual orientation, gender identity or expression, national origin, age,
veteran status or disability except where an accommodation is unavailable and an
individual’s disability is a bona fide occupational disqualification. These policies and
programs cover every aspect of the employment experience: recruitment, selection,
promotion, transfer, layoff, recall from layoff, compensation, access to training, benefits,
education, tuition assistance, company-sponsored social and recreational activities, and
termination.
Employees and potential applicants will not be subjected to coercion, intimidation,
harassment, or threats for filing a complaint of unlawful discrimination; assisting or
participating in an investigation regarding alleged unlawful discrimination, compliance
review, hearing, or any other activity related to the administration of any federal, state or
local law requiring equal employment opportunity; opposing any act or practice made
unlawful by any federal, state or local law requiring equal opportunity or; exercising any
other right protected by federal, state or local law requiring equal opportunity.

Harassment Free Workplace:

J&J Company has worked hard to build a reputation for responsible behaviour and fairness –
a reputation that builds trust with ITS customers, employees, community leaders and
shareholders. To can continue to build trust only if they are steadfast in their focus on
improving all aspects of their Credo responsibilities including the quality of our work
environment. This philosophy is embodied in Our Credo and in our policy on providing a
harassment free workplace.
All U.S. locations of Johnson & Johnson companies have a Human Resources leader
designated to monitor and audit equal opportunity and affirmative action compliance to
ensure adherence to these policies. When disputes arise, however, there are resources for
employees to seek counsel and to resolve their issues and concerns.
Message FOR ITS EMPLOYEES

With your help, we will continue to nurture a climate that encourages all of us
to contribute our best to the accomplishment of our business goals – by
respecting each other’s dignity, recognizing each other’s merit and providing
equal opportunity for employment, development and advancement within our
Company.

FROM-