Organizational Behavior for Pfizer
Over the year, organizational behaviors have been the key determinant of their success in the highly competitive world. This has been mainly due to the fast globalization that demands increased responsible and productive behaviors that not only increase the overall income from the organizations, but reflects the correct picture to the international community (Mary et al, 2008). Positive and responsible behavior has been the main reason for great success that Pfizer Company has been recording since inception.
Anchored with best practices and ethical management considerations that are founded on the short and long term responsible responsiveness to the social and economic demands of the people, Pfizer have grown internationally and gained positive repute that has ensured high sales and profits (Hubert et al, 2008). 2. Organizations background. According to Mary et al (2008), Pfizer is a major pharmaceutical company which is ranked number one in sales of chemicals in the world. It produces major human and animal chemicals with its head quarters based in New York while research head centers are located in Connecticut and Groton.
It is the major producer of atorvastatin (lipitor) used to lower blood cholesterol and oral antifungal diflucan as well as the long acting antibiotic zithromax. Pfizer
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Besides, it established main penicillin production units in the fermentation technology which was used massively in the World War II. By mid 1950s, the organization had established major production centers in Canada, Brazil, Cuba, Iran, Mexico, Puerto Rico, turkey and the United Kingdom. Clear assimilation of change in the management, positive organizational culture and innovative development that was guided by visionary leadership and well structured management, has made the organization to highly successful and thus envied and referred to others as a major role model (Mary et al, 2008).
3. Underlying principles in enhancing positive organizational behavior. Since inception, Pfizer has managed to ensure a clear lead over other companies of the same and different nature by using intrinsic visionary management based and built on team work effectiveness. Also, the organization has embraced transformational model of leadership that ensures all the people are involved in its management and leadership through team work. Besides, it emphasizes on high quality of the resultant products for effectiveness to the consumers.
Finally, it embraces research for improvement of all the products and ensuring high level satisfaction of the employees both in the field and at the company premises. 4. Change management. Over the years, change has been established as the most permanent and obvious thing in organizations management. Due to the changing production and marketing environment in the world, new technology and management models are required for higher returns (Jane, 2006). Immediate flexibility and willingness of the leadership in an organization is necessary to steer head the required change.
Visionary leadership in the company has been seeking new technology that has helped the company to increase its production with the requirements of the market at all times (Andreas & Guido, 2008). It has remained open minded with emergent leadership that encourages innovation in the different fields of specialization thereby remaining competitive in the world market. In 1942, the Office of Scientific Research and Development linked with Pfizer for the World War II which called for major indoor and out door reorganization for effective and enough penicillin formation (Slocum, 2008).
To effect the management plans of the organization, Pfizer has remained open to new management models and structures that have ensured focus towards the future. The organization has so far assimilated different organizations and premises in the bid to enlarge and increase the ability to serve more people world wide. External outsourcing has also ensured that the management have a wider base of gaining the necessary assets and research basement to conquer the major animals and human diseases of the world (Oliver et al, 2008).
In 1953 after the major shift of the offices to Manhattan and Canada, the organization embarked on a major reorganization strategy which involved establishment of modern systems for managing the diverse and far offices for efficiency. Virtual projects management was adopted to discuss and make major decisions for the regions that were far from the main head quarters. This ensured that the company reduced major traveling costs and boosted the overall returns from the company (Hubert et al, 2008). After the World War II, Pfizer changed the mode of recruiting staff to ensure that they are highly effective in their new areas of work.
Insisting on high performance up to a degree level for consideration, other factors like leadership skills and high quality personality virtues were emphasized. As a result the company continued to have record high performance both in leadership and production systems. To increase the rates of performance from the employees, the company introduced the departmental assessments to act as immediate indicators of the progress direction in tandem with the main set objectives. This boosted and increased accountability of the regional and sectional management thereby increasing the overall performance.
The accountability has been credited as a major icon in enhancing the current high returns (Oliver et al, 2008). Having embraced the spirit of change behavior in the organization, all the company goals are highly objective driven with strong back up for achieving them. Therefore, the organization has continuously undergone management changes with the most recent one being the replacement of the CEO Hank McKninnell and the Research Developmental Chief Officer Mattina to ensure increasing productivity in the organization.
Though having served in the organization satisfactorily, the organization insists that changes are very essential for the rising competition globally (Mary et al, 2008). 5. Motivation Staff in organizations has been described as the supporting branches that ensure sustainability in production, research, image and high sales for great performance (Jane, 2006), (Eduardo et al, 2008). Their motivation and thus satisfaction is of great essence for the immediate and long term company’s profitability.
After the World War II, the company embraced a new system of promoting the employees from the various sections depending with their performance in the organization. The leadership of Pfizer has also embarked on strong training activities of the staff and employees on the new systems and technologies that are more efficient and effective in research and production of pharmaceuticals. Emphasizing on emergent leadership at all times, the leadership facilitated the formation of teams which in turn had their own goals that were in line with the organization’s main objectives.
Clear quarterly and mid financial year evaluations were done to track the immediate progress towards the main goals of the company. Immediate short win situations were established for the employees to appreciate their work and thus encourage them to push on (Andreas & Guido, 2008). A rewarding system already exists in the management structures where the best teams are rewarded greatly. However, to ensure that all the employees fully appreciate the achievements, the celebrations are characterized with team representations and group appreciation as a sign of flexibility in the main operations.
Employing democratic leadership in the company, all the staff and employees are involved in the decision making at different levels (Jane, 2006). Through effective team work at the lower, middle and top management, there is increased interaction between the managers of all the departments with their juniors. As a result, the major decisions made have great considerations of the staff’s best alternatives for solving different problems.
This not only makes the work of the senior management easy, but ensures that that the staff owns majority of the decisions that are made in the company. During the major changes that have been instituted in the organization for effectiveness, this inclusion ensures minimal resistance from the staff (Eduardo et al, 2008). To add to that, the management remains in constant communication with all the staff through the supervisors and the team leaders for effective flow of the decisions to and from the management.
As a result, the organization has been able to ensure fast response of the consumers’ reactions to different products with speed. The research, sales, standards, production and human resources sections are interlinked through the central management office of the general manager that organizes and coordinates all the activities in order of the required urgency and priority (Hubert et al, 2008). Finally, the company ensures that all the staff is adequately insured and compensated during their working period.
Understanding that pharmaceuticals work involves harmful chemicals, the organization ensures that only highly qualified personnel works in it and provides highly effective protective equipments (Jane, 2006). In case of possible injuries, the organization compensates the staff adequately to make sure that its name remains in the public views. Field researchers are also strongly compensated while the staff gets international remuneration necessary for maintaining them and preventing their move in search of greener pastures in the already waiting similar companies. 6.
Organizational Culture Mary et al (2008) argues that, organization culture acts as a stepping stone in making an organization assume the correct principles and strategies for ensuring that the staff is highly productive and to carve a good name in the public domain. Pfizer has established a clear theme of team work as a major culture in the organization. Different departments and teams coordinate and operate towards the major objectives in the organization. As a result, the achievement of the goals has been harmonic and cohesive for the company making it easy to achieve the set goals.
As indicated earlier, the organization ensures that the different teams and leaders are in constant touch though communication thus making the production easy. This has led to the spirit of ‘our company’ from the staff as they fully appreciate the work they do. To add to that, the organization has adopted the culture of corporate social responsibility towards the community in different regions where its consumers are found. Customers are the most important component in any business as they determine the levels of sales and the overall image of the company.
Corporate scandals of Enron and World. Com, acted as the main openers in the approach Pfizer was giving to the people outside the production premises. In UK, the company introduced a sustainable transport system for its 3,600 employees and was involved greatly in minimizing the environmental impacts in the region through energy and water conservation in conjunction with the United Nations Global Compact program. Also, the organization forms partnership with the people and organizations that have interest in health through raising public awareness.
In the year 2002 and 2003, the company launched the strong campaign against Coronary Heart Disease, one of the major biggest killer diseases in UK (Andreas & Guido, 2008). The company being one of the manufacturers of the medicine for treating the disease embarked on a mission to educate the people on how to prevent it through simple means. The company sales team established a website and a telephone hot line in conjunction with Diabetes UK and Heart UK for informing and responding to the people (Hubert et al, 2008).
The campaign also flagged the ‘Big heart festival’ that covered various seminars on human and animal health in the world. As a core principle underlying its operation in the community, the company emphasizes not just on the medicines production, but also on the people who back it up by choosing its products to others. Pfizer has indicated the overall commitment to continue supporting the community by offering some of its profits back to them. It has also, promised to intensify the major researches on different diseases that have been harmful to the communities.
Together with International Trachoma Initiative, it looks forward to cure liver blindness and other fungal infections. These have been projected to increase the overall coverage for the community service to the whole world and having a long term aim of ensuring that the world is disease free (Mary et al, 2008). 7. Conclusion Positive and responsible behavior has been the main reason for the great success that Pfizer has been recording since inception.
With the leadership acting to support the organizations activities, Pfizer behaviors have been strongly ethically based by aiming at getting the profits from the people while taking consideration of their welfare by giving back to them some of the benefits. The positive organizational behavior has been the key to embracing changes and thus development in the organizations success. Positive organizational behavior with visionary leadership in organizations assists to get reciprocities reactions from the community and the employees necessary for intrinsic, external growth and positive repute of a company (Slocum, 2008).
8. Reference list Andreas, G. & Guido, P. (2008). Handbook of Research on Global Corporate Citizenship. New Jersey. Edward Elgar Publishing press. Eduardo, S. , Gerald, F. & Shawn, B. (2008). Team Effectiveness in Complex Organizations: Cross-Disciplinary Perspectives and Approaches. Washington: CRC Publishing press. Hubert, S. , Jay, C. & Saint-Onge, H. (2008). Beyond the Deal: A Revolutionary Framework for Successful Mergers and Acquisitions That Achieve Breakthrough Performance Gains. London: McGraw-Hill Professional publishers. Jane, E. (2006).
“Editorial: Safeguarding Patient Welfare: Who’s In Charge? “. Annals of Internal Medicine 145 (4): 305–307. Oliver, G. , Gerrit, R. & Maximilian, V. (2008). Leading Pharmaceutical Innovation: Trends and Drivers for Growth in the Pharmaceutical Industry. Washington: Springer, 2008 Mary, J. , Majken, S. & Wally, O. (2008). Taking Brand Initiative: How Companies Can Align Strategy, Culture, and Identity Through Corporate Branding. New York: Willy Publishers. Slocum, H. (2008). Fundamentals of Organizational Behavior. New York: Cengage Learning.