Johnson & Johnson Diversity Plan Essay Example for Free

Johnson Johnson Diversity Plan Essay Johnson Johnson was formed in 1885 in Brunswick, New Jersey, after two brothers, James Wood and Edward Mead Johnson saw a need to develop sterile supplies for surgical procedures. During that time, doctors operated without gloves, sterile equipment and used unclean cotton from textile mills to pack the wounds so the mortality rate for surgical patients was very high. One of the first products Johnson Johnson developed was ready to use surgical dressings which to led to large reduction in surgical mortality rates. Johnson Johnson continued developing and expanding their product line and their company. In 1919, Johnson Johnson began their first international expansion. The brothers first expanded into Canada and after an around the world trip in 1923 began to develop business in many more countries. They expanded into Australia in 1931, Sweden in 1956 and Japan in 1961 (Johnson Johnson, 1997-2007). Over the next 60 years, Johnson Johnson had established companies in over 50 countries. During their international expansion, Johnson Johnson also diversified their product line. They eventually organized their operations into three main divisions; pharmaceutical, medical devices and diagnostics, and consumer products (Answers Corporation, 2007). They became well known for the talcum powder, band-aids and the pain reliever, Tylenol. In 1932, Robert Wood Johnson II, known as General Johnson succeeded his uncle to take over running Johnson Johnson. The General believed strongly in decentralization within the entire organization and all the divisions both in the United States and internationally were given authority to make their own decisions. The General was also responsible for developing the Johnson Johnson credo in 1943 and it is still in force today. The credo is defines the four primary responsibilities of the organization in their order of their importance. Johnson Johnsons first responsibility is to its customers, then to its employees, then to the community, and finally to its shareholders (Lukas, 2003). Believing and enforcing in this credo is what has made this organization what it is today and helped Johnson Johnson overcome one of the most critical times in its history when it dealt with  the Tylenol poisonings. The first priority of Johnson Johnson was then and is still today the safety of its consumers. Johnson Johnson believes in diversity of its organization, its product line and its vendors. The organization has both an Office of Global Diversity as well as a supplier diversity program (Johnson Johnson, 1997-2007). They believe encouraging diversity increases both their economic prosperity as well as benefiting each social community where they are located. By encouraging diversity throughout its entire organization, Johnson Johnson has become one of the largest global health care leaders in the world. William C. Weldon, Chairman, Board of Directors and Chief Executive Officer for Johnson and Johnson sets a clear course for the diversity action plan for the company. He states in his Chairmans Message on the JJ website, how the company interacts with a diverse group of stakeholders daily and how both internal and external partnerships allow the company to more than it could on its own. With that in mind the company must create a Diversity Action Plan that allows employees to grow, develop and assume more responsibility, creating extraordinary leaders in the business sectors around the world (JJ.com). Cultural NormsJJ is committed to having its own operating companies purchase goods and services from a diverse supplier base that contributes to the economic vitality of the communities in which we live and work. To achieve this goal JJ has created a Supplier Diversity Program in 1998. The intent of this program is to provide value to the company and to enhance the companys role as a health care leader throughout the world. The included in the program are: †¢Certified minority-owned businesses, small and large †¢Certified woman-owned businesses, small and large†¢Certified Small Disadvantaged Businesses†¢Small veteran-owned and service disabled veteran-owned businesses†¢Small, certified HUBZone businessesThe HUBZone Empowerment Contracting program provides federal contracting opportunities for qualified small businesses located in distressed areas. Fostering the growth of these federal contractors as viable businesses, for the long term, helps to empower communities, create jobs, and attract private investment  (SBA.gov). Another area the company attempts to enhance its image both in the US and around the world is through the development of Standards for Responsible External Manufacturing. These were developed to ensure the companies who do business with the company meet the same high standards of ethical behavior, product quality, and social responsibility practiced by JJ. There has to be common commitment to:†¢comply with applicable legal requirements,†¢behave ethically and with integrity,†¢integrate quality into business processes,†¢treat people with dignity and respect,†¢promote the safety, health and well-being of employees,†¢operate in an environmentally responsible manner, and†¢implement management systems to ensure ongoing performance and continual improvement (JJ, 2006) These values and practices are determined through a vigorous benchmarking process for which any potential manufacturing partner must meet before becoming associated with the JJ Family of Companies. There is a two-fold advantage to this process. The first is it allows potential partners the opportunity to understand the values that drive the organization as well as providing them with a template for the sustainability the JJ Company has demonstrated. In addition, the high standards set by the company are not compromised by external manufacturing partners that could damage the JJ image. To maximize their diverse workforce, the company has a vision statement in place that allows the company to maximize the benefits. The following is the companys vision statement:The Johnson Johnson Family of Companies will realize this vision by:†¢Fostering inclusive cultures that embrace our differences and drive innovation to accelerate growth;†¢Achieving skilled, high performance workforces that are reflective of the diverse global marketplace;†¢Working with business leaders to identify and establish targeted market opportunities for consumers across diverse demographic segments; and†¢Cultivating external relationships with professional, patient and civic groups to support business priorities. The statement allows the diverse workforce by utilizing the vision statement by including the companys belief (Credo). The credo, Latin for I believe,  guides the company to the responsibilities as they relate to customers, employees, community and shareholders. The responsibilities are as follows:To our customers: we will embrace diversity in order to respect, understand and meet their varying health care needs. To our employees: we will ensure a diverse and inclusive workplace, offer merit-based opportunities for employment and advancement and provide the necessary resources to develop our next generation of leaders. To our communities: we will recognize opportunities to improve economic and human health care in the areas in which we live and work. To our shareholders: we will oppose acts of intolerance and be mindful of the positive impact that diversity and inclusion have on our businesses. JJ over the years has continuously looked toward technology to play key role in JJs strategic initiatives. The different approaches to productivity have varied throughout the years. Many factors contribute to the productivity and success of the JJ Company. Technology has played an important role in JJs ability to remain competitive and to continuously innovate. It is through technology that JJs management team is able to refine processes, collaborate, innovate, and increase the productivity of the organization in todays dynamic business environment that is changing continuously. The success of these companies is attributed to all the successful mergers and acquisitions that have taken place throughout JJ history. Many of these companies were opened due to successful mergers that allowed JJ to develop new products and offer them in different markets throughout the world. The successful organization of the products JJ offers allows JJ to successfully merge with other companies to gain additional control over the industry. The result of this Credo is a healthy bottom line that is socially responsible. JJ history of philanthropy through partnering with other  companies from around the world has created programs dedicated to providing needed services over the long term. JJ does not have a mission statement because the ethical principals listed in the Credo drive the company. The customer first philosophy insures the needs of the customer are met. Another principal outlined in the Credo is the dedication to producing a high quality product. Through this set of values the company has developed a trust with the consumers of their products. Trust develops into a reputation of integrity that in turn provides the company with a basis for business strategies. This ethical high road approach is a proven winner in this function. Problem solving involves many departments and many steps. Technology plays an integral part in JJs ability to innovate, perform research and development, and manage the logistics associated with the distribution of a product during the products lifecycle. JJ defines diversity as a variety of similar and different characteristics among people, including age, gender, race, religion, national origin, physical ability, sexual orientation, thinking style, background and all other attributes that make each person unique. Although some differences may not be obvious as others, Johnson Johnson strives to understand and remove barriers that one may face due to these differences. Johnson Johnson utilizes these differences to create a working environment where their employees can thrive. JJ believes that diversity helps the interaction between people as well as inspiring innovation. JJ is committed to the practice of their global diversity vision which they use to identify their key, future objectives while guiding the fulfillment of their commitments to their customers, employees, the global community and their shareholders. Johnson Johnson supports various educational opportunities such as Diversity University and Affinity Groups. JJs Diversity University provides an internal, full range of Diversity e-learning courses, diversity best practice information, and is a comprehensive diversity resource and database for employees. Affinity Groups are voluntary, employee-driven groups that are organized around a particular  shared interest or dimension. These groups have been initiated by employees and usually focus on a shared interest or characteristic, such as race, ethnicity, gender or sexual orientation. Each groups main intent is to create an open forum for idea exchange and to strengthen the linkage to and within diverse communities. The successful leadership of the workers and the quick safety decisions that have had to be made, for example the recall of 264,000 bottles of Tylenol in 1982 and then a second recall in 1986, have made JJ a reputable name that many have grown to know and trust. References Answers Corporations. 2007. Johnson Johnson. Retrieved June 27, 2007 from http://www.answers.com/topic/johnson-johnson?cat=biz-finJohnson Johnson. Global Diversity Its All of Us. Retrieved June 30, 2007 fromhttp://www.jnj.com/our_company/diversity/index.htm;jsessionid=EGT3V0ZLGAFE0CQPCCFWU2YKB2IIWTT1Johnson Johnson (2007). Supplier Diversity Program. Retrieved July 2, 2007 from http:www.jnj.comJohnson Johnson (2006). Sustainability Report. Retrieved July 4, 2007 from http:www.jnj.comJohnson Johnson. 1997-2007. Our Company. Retrieved June 26, 2007 fromhttp://www.jnj.com/our_company/index.htmLeading with Diversity The New York Times. Retrieved June 29, 2007 fromwww.nytimes.com/marketing/jobmarket/diversity/jandj.htmlLukas, P. (2003, April). Johnson Johnson. FSB: Fortune Small Business. Vol.13, Iss. 3; pg. 91. Retrieved June 26, 2007 from ProQuest database. SBA.gov (2007). HUBZone Empowerment Contracting program. Retrieved July 5, 2007 from https://eweb1.sba.gov/hubzone/internet/general/whoweare.cfm#3The Diversity Vision Statement, Retrieved 06/29/07 fromhttp://www.jnj.com/our_company/diversity/diversity_vision/index.htmThe company Credo, Retrieved on 06/29/07 fromhttp://www.jnj.com/our_company/diversity/credo/index.htm

Sexual Harassment in the Workplace :: Workplace Harassment Essays

According to the United States Equal Employment Opportunity Commission (EEOC) the definition of sexual harassment is â€Å"Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when this conduct explicitly or implicitly affects an individual’s employment, unreasonably interferes with an individual’s work performance, or creates an intimidating, hostile, or offensive work environment.† Regardless of position in company or type of candidate it is against the law to make passes or harass one because of their sex or gender. In order to harass a person it does not have to necessarily be physical contact but this regulation also includes any offensive verbal context that anyone may say towards a person’s sex and/or gender. Also, a lot of times sexual harassment is based on personal opinion, meaning what may come off as offensive to one person another may be fine with working. A good example is if a woman is wearing a blue dress and makes a random comment of saying â€Å"I really do love the color blue on women.† All depending how the woman wearing a blue dress perceives the comment will depend on whether or not she feel the person was looking at her and how the comment was said in her eyes. Sex and/ or Gender play absolutely no role in whether or not you can be sexually harassed any side of sexual harassment can be played by any sex and/or gender. A third party of someone that heard or saw the sexual harassment also has the right to file sexual harassment charges, so technically that person does not have to be involved in the situation directly. With sexual harassment there is a very gray area because unfortunately it does not allow teasing, general comments and minuet one on one problem. Harassment is so serious it is a criminal offense, but it also creates a terrible environment for productivity and plays a vital role many times in position movement in the company or organization. Sexual harassment is a form of sexual bigotry and is written into law with Title VII of the Civil Rights Act of 1964. To be specific this title only extends to that employer of 15 or more workers and is included for everyone from federal governments to employment agencies. Sexual harassment cases are inspected by the EEOC on a case-by-case basis usually after the victim has told or made it obvious that the harasser should stop.

Logistics Readiness

Logistics came from the word logos (), which means â€Å"calculation, ratio, reason, speech and oration.† Since ancient times, logistics is already used to supply, move and maintain armies especially during war time. Historical leaders such as Alexander the Great, Hannibal Barca, and the Duke of Wellington are said to be logistical geniuses who mobilized their army through great distances, and won numerous battles. During World War II, logistics played an important role for the United States since the resources is during that time is limited due to the depression and most of the battles happened in enemy territories in Europe. Today, logistics is now also known as supply chain management (SCM) and defined as the art and science of planning, operation, control, design and development, procurement, inventory, maintenance, storage, distribution and replacement of personnel, materials, supplies and other resources. (LogisticsWorld) Logistics or SCM does not only apply to the military but to business, production and trade well. The main objective of logistics is simple, that is, to use the resources without waste to meet or exceed the demands of the party in need. These resources that must be minimized (or sometimes maximized) include fuel, personnel, equipment, storage facilities, handling facilities, transport vehicles and most importantly, time and money. There are two criteria for which all logistics decisions and policies are based. These are production efficiency and effectiveness. (Eccles, 1959) By using the resources efficiently and effectively is to have the advantage of getting bigger opportunities, higher revenues, strategic advantage in coverage and location, and preparedness for crucial events that might happen. Developed from James A. Huston’s Sinews of War are some of the important principles considered in logistics. These principles are: Timing. Should be relative to the objective and dependent in the level of procurement, whether a high-level or a just simply a tactical supply. Proper timing is important especially when certain risks are involved in accomplishing a certain task. Feasibility. Logistics planning and design should also consider the organization’s capabilities of carrying out orders. It is crucial to determine whether the organization can possibly accomplish the task given the difficulty of the demands. Flexibility. A logistics organization must be capable of adapting to new or changes in requirements or terrain conditions. A logistics organization must be able to convert according to the present conditions or problems that are encountered anytime along the way. Information. Accurate and up-to-date information on every aspect is vital to logistics planning and distribution. False or unseen information may lead to accidents or loss of revenue. Economics. Resources allocated for logistics are almost always limited and it is necessary to use them in the best way to achieve or exceed the primary goal. Relativity. Logistics activity is all relative to time, location, availability of resources and circumstances and can never be absolute. Each logistic activity is unique and changes according to different conditions and demands. Location is also an important factor being considered in logistics. This applies for both the distribution center and the destinations at which the required product or good is needed. It is crucial to determine the location in logistics as it determines the distance, total time needed to travel, and how big is the coverage of the distribution center at which it can deliver the desired goods at minimized cost. The nearer the location of the distribution center, the shorter the time it takes to deliver and the lesser the cost of travel that will be used. Location does not only mean the distance but also the topography of the region. The topography of the place between the source and destination dictates the appropriate or best mode of transport that should be used. For example, to deliver supplies in mountainous area from a lowland city, the best way to deliver the product or good in a time-efficient manner is through air by helicopters. But if there is an acceptable and safe road present towards the destination, delivering by land is more cost-efficient. To attain higher logistic efficiency, there are a lot of factors that are involved depending on the demands and level of procurement. Location is only one but an important factor that must be considered to have a more efficient and effective method of procurement and distribution of goods. Some of these factors include: the distribution strategy; resource availability; network configuration, and; inventory management. Logistics, added with efficiency and effectiveness translates to power. (Boutelle, 2007) This applies to both the military and in trade & industry. Logistics can be seen as military power or economic power depending on the one who perceives it. As of today, the United States military does not content itself of having the most powerful army, but now also develop ways in order to create a the most cost-effective military that can withstand the long-term war on terrorism. The knowledge and foresight of supply and movement factors are the basis of a logistician’s plan. Only then he can know when and how to take risks that will win him battles and achieve the ultimate goal; which is the betterment of his fellow men. (Wavell, 1946) References: Boutelle, L. G. (2007). CIO View. Retrieved August 18, 2007, from Defense Systems Website: http://www.defensesystems.com/issues/1_5/cio_view/464-1.html Cox, M. D. (1999, September). LogisticsWorld. Retrieved August 17, 2007, from LogisticsWorld Website: http://www.logisticsworld.com/logistics.htm Eccles, A. H. (1959). Logistics in the National Defense. Harrisburg, Pa. How The Army Runs. (n.d.). Retrieved August 17, 2007, from US Army WAr College Website: http://carlisle-www.army.mil/usawc/dclm/linkedtextchapters/CHAPTER12.pdf Huston, J. A. (1966). The Sinews of War: Army Logistics, 1775-1953. Washington: Office of Military History, United States Army. Wavell, F. M. (1946). Speaking Generally. London: Macmillan. Worthen, B. (n.d.). ABC: An Introduction to Supply Chain Management. Retrieved August 18, 2007, from Business Technology Leadership Website: http://www.cio.com/article/40940   

Leadership Style Participatory Leadership Styles

Leadership Style: Participatory My style of leadership is participative. Participative leaders utilize collaboration and receive feedback from employees to guide decision making. Employees often feel that they have a significant role in the decision making process, which motivates them and can lead to greater job satisfaction. Participatory leaders acknowledge that there is information to be gained by engaging with their employees. This style of leadership is useful in cases when quality is valued higher than simple productivity. There are potential drawbacks to this leadership style, however. Team members may sense indecision on the part of the leader, because this style of leadership tends slow progress in the decision making process, â€Å"some team members may be left feeling confused and leaderless.† (â€Å"How to find out your style of leadership,† 2011) The results of the assessment were not shocking to me, as they did not differ greatly from my own assessment of my leadership style. I believe that this leadership style has enhanced my decision making process and has helped to build successful working relationships between myself and my employees. I have always had a collaborative mindset when it came to leadership, so the participatory style of leadership accurately represents my approach to leadership. Using Participatory Leadership in the Workplace Effective Communication The foundation of participatory leadership lies in having open communication between the leader of aShow MoreRelatedThe Autocratic And Participative Leadership Styles Impact Company Culture, And Conflict Resolution1175 Words   |  5 Pagesparticipative leadership styles impacts company culture, and conflict resolution. At the core of leadership, is how individuals in an organization are rewarded and punished (Nwibere, 2013). Two very successful autocratic leaders are Steve Jobs of Apple, and Jack Ma of the Chinese company Alibaba (Allen, 2011; Shao, 2014). James Parker, CEO of Southwest Airlines during the 9/11 attacks is cited as a great participatory leader (Advice America, 2015). 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