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Organization and Environment Case Study for Dr. Lewis. Johnson & Johnson
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read a research article by Chang, Luo, Walton, Aguilar, & Bailenson (2019) entitled “Stereotype Threat in Virtual Learning Environments: Effects of Avatar Gender and Sexist Behavior on Women's Math Learning Outcomes.” 1. What research question is being addressed in this study (it may not be stated explicitly, but try to put the basic question into your own words)? 1. What is the hypothesis? 2. What is the first independent variable? 3. What are the levels of the first IV? 4. What is the second independent variable? 5. What are the levels of the second IV? 6. What is the first dependent variable and how was it operationalized? 7. What is the second dependent variable and how was it operationalized? 9. List one quality of the study that indicates that it is an experimental design (vs. non-experimental or quasi-experimental design)? 10. Describe the participants in the study. How many participants are there? Where were the recruited from? Why did they participate? 11. In your own words what was the result of the study? Did they match the hypothesis? 12. What conclusions were drawn about human behavior? Go beyond simply re-stating the results. State the big-picture. 13. What is one possible confound in the study? Please explain your response. c h a p t e r 13 3 Revitalizing a Brand SNAPSHOT Institution: Plaza Home Health Services, a recently established home health agency Location: Georgetown (population 45,857), located in the West North Central region of the United States Characters: Ms. Nancy Edwards, Co-Owner and Nurse Ms. Jennifer Moore, Co-Owner and Nurse (both of Plaza Home Health Services) Context: In this case, two entrepreneurs establish a home health agency and quickly encounter overwhelming success, giving them the opportunity to rethink some hastily made branding decisions. Nancy Edwards and Jennifer Moore, co-owners of Plaza Home Health Services, are celebrating their 1-year anniversary as healthcare entrepre- neurs and, at this juncture, have decided to invest in some much needed identity enhancements for their company. Specifically, the two entrepre- neurs are seeking to elevate the status and stature of Plaza Home Health Services by upgrading its associated brand image, bolstering corporate © Jones & Bartlett Learning, LLC. NOT FOR SALE OR DISTRIBUTION. 7176 © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & Bartlett Learning, LLC NOT FOR SALE OR DISTRIBUTION © Jones & ...
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They’re Two sides of The same susTainabiliTy sTraTegy investing in People, investing for the Planet 2010 Public rePorT About This Book There’s more than one facet to sustainable business, and at SC Johnson, we believe in taking a holistic approach. That's why the printed edition of this Public Report had two covers and two ways to get to know SC Johnson. For this online edition, we've compiled the two sections into one handy PDF. Interested in social progress and public health? Start reading here. Interested in our environmental leadership? Turn to the second half of the book and our alternate cover, on page 25 of this online PDF. Either way, the whole book is about how SC Johnson is making the world better. What’s in This Half? SC Johnson at a Glance — a look at our organization, stakeholders, and recent social and community milestones. PAGE 4 Celebrating Philanthropy — marking the 50th anniversary of the SC Johnson Fund, Inc. PAGE 6 Strengthening Communities — how we’re building businesses at the base of the pyramid and investing in communities around the globe. PAGE 10 Protecting Families — our continuing efforts to prevent insect-borne diseases through research, education and products. PAGE 16 Offering Great Workplaces — how we’re protecting the safety and well-being of our people, as well as our unique and respected culture. PAGE 20 Find Out More Want to know more about SC Johnson? Visit our web site to find out about the company and its history. We're at www.scjohnson.com SC Johnson’s Holistic Approach to Sustainability Our sustainability efforts target four key areas where we believe we can make the biggest impact on quality of life, economic progress, our product mix and the planet. They are ... Improving Our Products: Choosing more earth- responsible ingredients. Reducing Resource Use: Reducing energy consumption and greenhouse gas emissions. Strengthening Communities: Advancing social progress and public health. Protecting Families: Preventing insect-borne diseases. ©2010 S. C. Johnson & Son, Inc. 4,102 gallons of wastewater flow saved and 894 pounds of greenhouse gas emissions avoided — all by printing this report on paper manufactured with post-consumer fiber and renewable wind power. It’s the equivalent of planting 573 trees. This book also uses eco-friendly inks and low-VOC emitting water-based coatings. This cover reflects a few examples of how we’re making a difference for families, from investing at the base of the pyramid, to helping fight insect-borne diseases, to offering inspiring workplaces. 2010 PUBLIC REPORT 3InVESTInG In PEOPLE, InVESTInG FOR ThE PLAnET Making life better for people and the planet is our mission at SC Johnson. Part of being a responsible company is working hard to play our role in helping to solve the world’s environmental problems and, importantly, also helping those who buy our p ...
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Annual Report 2012 Caring for the world, one person at a time… inspires and unites the people of Johnson & Johnson. ON THE COVER: Michelle, an employee with the Johnson & Johnson Family of Companies, enjoys time with her young daughter, Alexis, while grandmother, Jacqueline, looks on. Johnson & Johnson helps people all over the world care for the health and well-being of those they love, and to live longer, healthier, happier lives. Scan this QR code to view a digital version of the 2012 Johnson & Johnson Annual Report C H A I R M A N ’ S L E T T E R To Our Shareholders ALEX GORSKY Chairman, Board of Directors, and Chief Executive Officer A s I began to compose this letter, I realized how quickly my first year has passed as Chief Executive Officer of Johnson & Johnson. It has been a year with many rewarding moments, as well as some challenges. Though a year of transition, we made solid progress on many fronts, including building out strategic platforms, while establishing exciting new ones. I am honored to be just the seventh CEO in our long history. This legacy of leadership is a tribute to the success and stability of Johnson & Johnson, and to the belief in the importance of our purpose held in common with us by our shareholders over so many decades. Personally, I am truly humbled to lead the incredibly talented and dedicated people who work for Johnson & Johnson. One challenge all of us in the world today face together is health and health care. This is true in both developed and emerging markets. When combined with the rapidly changing demographics of an aging population, a growing middle class and the persistence of chronic disease, the scale and complexity of the issue is magnified. It is my belief that providing high-quality health care to patients and consumers around the world in a sustainable manner is society’s greatest challenge. But it is also the greatest hope for a better future for every individual, every family, every community and every country. Johnson & Johnson works at the very center of this challenge, across the broadest base of any company in global health care. Every day, we are working to help people everywhere live longer, healthier, and happier lives. We recognize that with our global leadership comes a responsibility; one we consider a privilege. I’m pleased with how we are meeting that responsibility, but I’m far from satisfied. The passing last fall of former CEO James Burke reminded us all that the simple set of beliefs defined in Our Credo can guide our Company through all the challenges and complexities of these or any time. My overarching goal as CEO is to ensure that our nearly 128,000 employees in more than 275 operating companies around the world will always be united by Our Credo and our single purpose: Caring for the world, one person at a time. LEGACY OF CARING That purpose was at work here in New Jersey, the home state of Johnson & Johnson, when Hurricane Sandy roared through so ma.
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Product Safety Obviously, a major ethical obligation of any organization is to produce a quality product or service. Just as obviously, nothing will put a company out of business faster than offering a product that is dangerous, poorly produced, or of inferior quality. Competition in the marketplace generally helps ensure that goods and services will be of a quality that is acceptable to consumers. However, sometimes a company becomes the victim of external sabotage (like Johnson & Johnson), and sometimes a company makes a foolhardy decision, and the result is a product that is not safe. Let’s look at these classic cases. COMPANY: Johnson & Johnson INDUSTRY: Pharmaceuticals SITUATION In September 1982, seven people in the Chicago area were killed when they ingested Tylenol, a painkiller produced by McNeil Labs, a division of Johnson & Johnson. The Tylenol in question was found to have been laced with cyanide, and it was not known for several weeks whether the contamination was the result of internal or external sabotage. A thorough investigation later proved that the poisonings were the result of external sabotage, although the culprit has never been found. HOW THE COMPANY HANDLED IT First, the company pulled all Tylenol from shelves in the Chicago area. That was quickly followed by a nationwide recall of all Tylenol—31 million bottles with a retail value of over $100 million. Johnson & Johnson sent Mailgram messages explaining the situation and the recall to over 500,000 doctors, hospitals, and distributors of Tylenol. It also established a toll-free crisis phone line so that consumers could ask questions about the product. In addition, its CEO, James Burke, and other executives were accessible to the press and were interviewed by a variety of media. Before the poisoning, Tylenol had captured over a third of the painkiller market, so Johnson & Johnson decided to rebuild the brand and its franchise. That wasn’t going to be easy, since consumer fear ran high immediately after the poisoning. In one survey conducted a month after the incident, 87 percent of the respondents understood that Johnson & Johnson was not to blame for the Tylenol deaths, yet 61 percent declared they would be unlikely to buy Tylenol in the future. So even though most consumers knew the poisonings were not the fault of Johnson & Johnson, most of them wouldn’t buy the product again. Johnson & Johnson tackled this problem head-on by offering coupons to entice consumers back to Tylenol and, ultimately, by redesigning Tylenol’s packaging to be tamper resistant. RESULTS Johnson & Johnson’s reaction to the Tylenol poisoning has been hailed as the benchmark for how organizations should react to a crisis. As we’ve mentioned in other chapters, the firm’s reaction to the Tylenol crisis proved that its famous Credo, in which it outlines its responsibilities to its consumers, employees, community, and stockholders, wasn’t hollow. It was that concern for the customer—its primary sta ...
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Requirements: Answer all the questions regarding the article. No copy paste otherwise I report you. Q1. How much do you think Danone's decision to set up a social business was motivated by wanting to be socially respon- sible versus believing the move would help its performance? Does the answer to this make any difference? Q2. Since establishment of the Grameen Danone Foods social business, the number of social businesses worldwide has grown so much that there is now an annual global sum- mit in Wolfsburg, Germany. Are there types of companies that might not be good candidates to establish social busi- nesses? If so, what are they and why? Q3. What advantages might Danone receive from the Grameen Danone joint venture? Case Grameen Danone Foods in Bangladesh Prefosers Joe dupezeist Moon and Jahn D. Danicls In 1932, U.S. President Franklin D. Roosevelt referred to an impoverished person as the forgotten man at the bottom [base] of the economic pyramid." Later, the term-shortened to "BoP" - became business jargon after publication in 2010 of The Fortune at the Bottom of the Pyramid. Few places have more impoverished people than Bangladesh. With 169 million people in 2015, its per capita GDP at PPP was $3,581, with 43.3 percent of the population below the international poverty line of $1.25 per day. Thus, Bangladesh has conditions that correlate closely with poverty: an adult illiteracy rate of 42.3 percent, a high incidence of infectious diseases, a poor infrastructure, high underemployment, crowded conditions (imagine half the U.S. population squeezed into the state of lowa), and more than its share of natural disasters especially periodic flooding - that impede development. In the face of these ominous conditions, two companies - the Grameen Foundation from Bangladesh and GrouRe Danone from France - formed a joint venture (JV) social business to serve Bangladesh's BoP. What Is a Social Business? Mohammad Yunus, founder of the Grameen Bank in 1974 and winner of the Nobel Peace Prize in 2006, originated the social business concept, which aims to generate social benefit by creating a sustainable business. The Grameen Danone Foods JV was established to make a profit but pay no dividends. All earnings are reinvested, except that investors may recoup their original capital input. Unlike NGOs, charities, and not-for-profit organizations, a social business must sustain itself by earning profits competitively rather than receiving new contributions to carry on. The Grameen Bank and Foundation The Grameen Bank (GB) began when Yunus lent $27 to a group of indigent villagers who repaid the money even though he had required no collateral from them. This small beginning, contrary to Bangladeshi bank practices, led to GB's mjcrotinanciog program. It has competed primarily with usurious money lenders who charge as much as 10 percent interest per day. GB's typical rate of 20 percent per year may sound high, but Bangladesh has had an inflation rate of nearly 9 .
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Group 9 Case Study
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Johnson and Johnson
by: Floyd Lewis Camille Waddey D’Lawrence White
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