There is direct link between processed food with high-level of sugars and obesity, said IDF. The World Health Organisation has said that companies need to reduce the marketing of sugar-rich products if consumers are to slash their intake to 10% of daily calories. In addition, the organisation said that it is companies’ responsibility to reduce the availability of such products on market shelves.People should get no more than 10% of their daily calories from free sugars, WHO recommended last week, calling it a major public health concern for many countries. It further highlighted the need for public institutions to join the fight against sugar related diseases in children by focusing on necessary dietary changes. Get FREE access to authoritative breaking news, videos, podcasts, webinars and white papers. New research has delivered fresh insights into the views of European consumers on their eating behavior.
Roundtable discussion: A lighter world: whose fault is globesity and what is being done to combat it? Now that youa€™ve developed a strategic plan for Notes-4-You, you need to organize your company so that it can implement your plan. Top managerstop managersThose at the top of the management hierarchy who are responsible for the health and performance of the organization. As the name implies, middle managersmiddle managersThose in the middle of the management hierarchy who report to top management and oversee the activities of first-line managers. First-line managersfirst-line managersThose at the bottom of the management hierarchy who supervise employees and coordinate their activities.
Identifying the activities that need to be performed in order to achieve organizational goals. Breaking down these activities into tasks that can be performed by individuals or groups of employees. This twofold process of organizing activities into clusters of related tasks that can be handled by certain individuals or groups is called specializationspecializationProcess of organizing activities into clusters of related tasks that can be handled by specific individuals or groups.. The next step in designing an organizational structure is departmentalizationdepartmentalizationProcess of grouping specialized jobs into meaningful units.a€”grouping specialized jobs into meaningful units. A functional organizationfunctional organizationForm of business organization that groups together people who have comparable skills and perform similar tasks. Large companies often find it unruly to operate as one large unit under a functional organizational structure.
Product divisionproduct divisionOrganizational structure made up of divisions based on product lines. If you had a question about a Johnson & Johnson product, youa€™d be directed to its consumer business customer division. Some companies prefer a customer divisioncustomer divisionOrganizational structure that groups employees into customer-based business segments. If goods move through several steps during production, a company might opt for a process divisionprocess divisionOrganizational structure that groups people into operating units based on various stages in the production process.
Geographical divisiongeographical divisionOrganizational structure that groups people into divisions based on location.
With these relationships in mind, you can now draw lines to denote reporting relationshipsreporting relationshipsPatterns of formal communication among members of an organization., or patterns of formal communication. Theoretically, you will communicate only with your four direct reports, but this isna€™t the way things normally work.
Now leta€™s look at the chart of an organization that relies on a divisional structure based on goods or services produceda€”say, a theme park. Over time, companies revise their organizational structures to accommodate growth and changes in the external environment.
You can learn a lot about a firma€™s reporting and authority relationships by looking at its organization chart. There are, however, conditions under which an organization and its employees can benefit by violating the unity-of-command principle. Another thing to notice about a firma€™s chain of command is the number of layers between the top managerial position and the lowest managerial level. As a company grows, however, it tends to add more layers between the top and the bottom; that is, it gets taller.
There are trade-offs between the advantages and disadvantages of flat and tall organizations. Whata€™s bettera€”a narrow span of control (with few direct reports) or a wide span of control (with many direct reports)?
Given the tendency toward flatter organizations and wider spans of control, how do managers handle increased workloads?
As owner of Notes-4-You, youa€™ll probably want to control every aspect of your business, especially during the start-up stage. If and when your company expands (say, by offering note-taking services at other schools), youa€™ll have to decide whether most decisions should still be made by individuals at the top or delegated to lower-level employees.
Leta€™s say that you favor decentralizing Notes-4-You some four or five years down the road, when the company has expanded. Managers coordinate the activities identified in the planning process among individuals, departments, or other units and allocate the resources needed to perform them.
Management must develop an organizational structure, or arrangement of people within the organization, that will best achieve company goals.
The process begins with specializationa€”dividing necessary tasks into jobs; the principle of grouping jobs into units is called departmentalization.
An organizationa€™s structure is represented in an organization charta€”a diagram showing the interrelationships of its positions.
This chart highlights the chain of command, or authority relationships among people working at different levels. Finally, identify a top-level management position that youa€™d like to attain later in your career. It has been said that if you were to ask ten dog owners for their opinions on the right food to feed a dog you will get twelve different answers! But let’s look at some facts and we will find that corn is not only NOT harmful to dogs, it is also highly beneficial.
The other reason corn is viewed negatively is because of the view that it can cause allergies.
As long as corn is not the FIRST (and therefore the main) ingredient in a food, it can be a highly beneficial component of the overall food for a dog.
In the last few years we've recognized that a startup is not a smaller version of a large company. There's been lots written about how companies need to be more innovative, but very little on what stops them from doing so. Companies looking to be innovative face a conundrum: Every policy and procedure that makes a them efficient execution machines stifles innovation. This first post will describe some of the structural problems companies have; follow-on posts will offer some solutions. Facing continuous disruption from globalization, China, the Internet, the diminished power of brands, changing workforce, etc., existing enterprises are establishing corporate innovation groups.
But paradoxically, in spite of all their seemingly endless resources, innovation inside of an existing company is much harder than inside a startup. We know that a startup is a temporary organization designed to search for a repeatable and scalable business model.
A company is a permanent organization designed to execute a repeatable and scalable business model. Once you understand that existing companies are designed to execute then you can see why they have a hard time with continuous and disruptive innovation. Every large company, whether it can articulate it or not, is executing a proven business model(s). Somewhere in the dim past of the company, it, too, was a startup searching for a business model.
It's worth looking at the tools companies have to support successful execution and explain why these same execution policies and processes have become impediments and are antithetical to continuous innovation. In the 20th century business schools and consulting firms developed an amazing management stack to assist companies to execute. For example, the Boston Consulting Group 2 x 2 growth-share matrix was an easy to understand strategy tool - a market selection matrix for companies looking for growth opportunities. Strategy Maps are a visualization tool to translate strategy into specific actions and objectives, and to measure the progress of how the strategy gets implemented. Product management tools like Stage-Gate® emerged to systematically manage Waterfall product development. Once the business model is known, the company organizes around that goal and measures efforts to reach the goal, and seeks the most efficient ways to reach the goal. Paradoxically, these very KPIs and processes, which make companies efficient, are the root cause of corporations' inability to be agile, responsive innovators.

Finance The goals for public companies are driven primarily by financial Key Performance Indicators (KPI's).
HR Process Historically Human Resources was responsible for recruiting, retaining and removing employees to execute known business functions with known job spec's.
The conundrum is that every policy and procedure that makes a company and efficient execution machine stifles innovation. While companies intellectually understand innovation, they don't really know how to build innovation into their culture, or how to measure its progress. It may be that the current attempts to build corporate innovation are starting at the wrong end of the problem. Corporations that want to build continuous innovation realize that innovation happens not by exception but as integral to all parts of the corporation. To do so they will realize that a company needs innovation KPI's, policies, processes and incentives.
Cutting intake to below 5% per would provide additional benefits, it had added.The sugar industry had argued that sugars in isolation could not be blamed for obesity and that people needed to focus on a balance between calories and activity.
A manager engaged in organizingorganizingManagement process of allocating resources to achieve a companya€™s plans.
Think of these layers as forming a pyramid like the one in FigureA 6.6, a€?Levels of Managementa€?, with top managers occupying the narrow space at the peak, first-line managers the broad base, and middle-managers the levels in between. As president, you are, of course, a member of top management, and youa€™re responsible for the overall performance of your company.
As a middle manager, this individual focuses on implementing two of your objectives: producing high-quality notes and distributing them to customers in a timely manner. In addition to increasing efficiency, for example, it results in jobs that are easier to learn. Depending on the organization and the size of the work units, they may be called divisions, departments, or just plain groups.
The structure is simple to understand and enables the staff to specialize in particular areas; everyone in the marketing group would probably have similar interests and expertise. On the one hand, divisional structure usually enhances the ability to respond to changes in a firma€™s environment. Having decided that Notes-4-You will adopt a functional structure, you might create the organization chart shown in FigureA 6.8, a€?Organization Chart for Notes-4-Youa€?. Then fill in the level directly below your name with the names and positions of the people who work directly for youa€”your accounting, marketing, operations, and human resources managers.
Behind every formal communication network there lies a network of informal communicationsa€”unofficial relationships among members of an organization.
The top layers of this companya€™s organization chart might look like the one in FigureA 6.9, a€?Organization Charts for Divisional Structuresa€?(a).
Ita€™s not uncommon, for example, for a firm to adopt a functional structure in its early years. Under a matrix structurematrix structureStructure in which employees from various functional areas form teams to combine their skills in working on a specific project., for example, employees from various functional areas (accounting, marketing, operations, and so forth) form teams to combine their skills in working on a specific project. As a rule, new organizations (such as Notes-4-You) have only a few layers of managementa€”an organizational structure thata€™s often called flat. Added layers of management can slow down communication and decision making, causing the organization to become less efficient and productive.
Companies determine which trade-offs to make according to a principle called span of controlspan of controlNumber of people reporting to a particular manager., which measures the number of people reporting to a particular manager. The answer to this question depends on a number of factors, including frequency and type of interaction, proximity of subordinates, competence of both supervisor and subordinates, and the nature of the work being supervised. They must learn how to handle delegationdelegationProcess of entrusting work to subordinates.a€”the process of entrusting work to subordinates.
But as the organization grows, youa€™ll have to assign responsibility for performing certain tasks to other people. The first option, in which most decision making is concentrated at the top, is called centralizationcentralizationDecision-making process in which most decision making is concentrated at the top.. Naturally, there are some decisionsa€”such as strategic planninga€”that you wona€™t delegate to lower-level employees, but you could certainly delegate the management of copy-center operations. Functional organization groups people with comparable skills and tasks; divisional organization creates a structure composed of self-contained units based on product, customer, process, or geographical division.
An organization with few layers has a wide span of control, with each manager overseeing a large number of subordinates; with a narrow span of control, only a limited number of subordinates reports to each manager. For each form, identify a type of company that might use it and explain why it would be appropriate for the company. Describe the duties of the job and explain why youa€™d classify it as a first-line management position. Describe the duties of the job and explain why youa€™d classify it as a middle-level management position. Without wishing to get into the debate over the merits or otherwise of a raw diet for dogs (apart from saying that many dogs I have observed on a raw food diet do not seem particularly healthy), the truth is that a dried dog food can not only be convenient and economical for the dog owner, it can also be extremely beneficial for the dog. For some reason (no doubt something to do with information spread by petfood sellers whose brands don’t include it), it seems to have something of a negative connotation.
Human-grade corn (particularly when it is not genetically modified as is the case with Pro Pac) is not cheap to produce or buy. In fact there have been many reported cases of dogs that, when corn was removed from their diet, lost weight and coat condition and had a big drop in energy levels. These groups are adapting or adopting the practices of startups and accelerators - disruption and innovation rather than direct competition, customer development versus more product features, agility and speed versus lowest cost. For most companies it feels like innovation can only happen by exception and heroic efforts, not by design. But now, as the business model is repeatable and scalable, most employees take the business model as a given, and instead focus on the execution of the model - what is it they are supposed to do every day when they come to work.
These tools brought clarity to corporate strategy, product line extension strategies, and made product management a repeatable process.
This systematic process of execution needs to be repeatable and scalable throughout a large organization by employees with a range of skills and competencies. One of the least obvious but most important HR Process, and ultimately the most contentious, issue in corporate innovation is the difference in incentives. As you move up the pyramid, management positions get more demanding, but they carry more authority and responsibility (along with more power, prestige, and pay). They set the objectives, or performance targets, designed to direct all the activities that must be performed if the company is going to fulfill its mission. Theya€™re responsible for developing and implementing activities and allocating the resources needed to achieve the objectives set by top management. Theya€™re less involved in planning than higher-level managers and more involved in day-to-day operations. You spend much of your time setting objectives, or performance targets, to ensure that the company meets the goals youa€™ve set for ita€”increased sales, higher-quality notes, and timely distribution. To accomplish this task, the operations manager oversees the work of two first-line managersa€”the note-taking supervisor and the copying supervisor. Each employee could take notes in an assigned class, type them up, get them copied, and sell them outside the classroom at the start of the next class meeting. Traditional groupings of jobs result in different organizational structures, and for the sake of simplicity, wea€™ll focus on two typesa€”functional and divisional organizations.
This form of organization is fairly typical for small to medium-size companies, which group their people by business functions: accountants are grouped together, as are people in finance, marketing and sales, human resources, production, and research and development. But homogeneity also has drawbacks: it can hinder communication and decision making between units and even promote interdepartmental conflict. To rectify this problem, most large companies are structured as divisional organizationsdivisional organizationForm of organization that groups people into several smaller, self-contained units, or divisions, which are accountable for their own performance. This form works well at Bowater Thunder Bay, a Canadian company that harvests trees and processes wood into newsprint and pulp. McDonalda€™s, for example, is organized according to the regions of the world in which it operates. The organization chart shows that if a member of the sales staff has a problem, he or she will report it to the sales supervisor. You might find that over time, you receive communications directly from members of the sales staff; in fact, you might encourage this line of communication. We see that the president has two direct reportsa€”a vice president in charge of rides and a vice president in charge of concessions.
Then, as it becomes bigger and more complex, it might move to a divisional structurea€”perhaps to accommodate new products or to become more responsive to certain customers or geographical areas. When youa€™re examining an organization chart, youa€™ll probably want to know whether each person reports to one or more supervisors: to what extent, in other words, is there unity of command?
Leta€™s say, for instance, that a member of the Notes-4-You sales staff wanted to express concern about slow sales among a certain group of students.

Thata€™s one reason why many of todaya€™s organizations are restructuring to become flatter. If, for example, you remove layers of management to make your organization flatter, you end up increasing the number of positions reporting to a particular supervisor.
For example, youa€™d expect a much wider span of control at a nonprofit call center than in a hospital emergency room. Youa€™ll also have to accept the fact that responsibility alonea€”the duty to perform a taska€”wona€™t be enough to get the job done.
The second option, which spreads decision making throughout the organization, is called decentralizationdecentralizationDecision-making process in which most decision making is spread throughout the organization..
In fact, putting someone in charge of this function would probably improve customer satisfaction, because copy-center customers would be dealing directly with the manager.
Your career path at Hershey Foods might follow a typical trajectory: When you finish college, you may enter the business world as a first-line manager. Start by listing what you imagine to be the duties of a given position; then, explain why these duties qualify it as a top-level management position. Of course, a lot of the blame for the confusion can be laid at the feet of the petfood manufacturing companies themselves.
Some people say it is unnatural, not well digested by a dog, of no nutritional value and simply a cheap filler used by companies to keep their prices down and their sales up. In a study of 278 cases of food allergies for dogs where the cause was clearly identified, drone was way down on the list.
They measure their success on metrics that reflect success in execution, and they reward execution.
It represents where employees fit in an execution hierarchy; showing command and control hierarchies - who's responsible, what they are responsible for, and who they manage below them, and report to above them. Staff functions in finance, human resources, legal departments and business units developed Key Performance Indicators, processes, procedures and goals to measure, control and execute. Successful managers make sure that all the activities identified in the planning process are assigned to some person, department, or team and that everyone has the resources needed to perform assigned activities. Top managers spend most of their time in planning and decision making, while first-line managers focus on day-to-day operations. Top-level executives routinely scan the external environment for opportunities and threats, and they redirect company efforts when needed. Common job titles include operations manager, division manager, plant manager, and branch manager. Each first-line manager supervises several nonmanagerial employees to make sure that their work is consistent with the plans devised by top and middle management. The same person would keep track of all sales and copying costs and give any profita€”sales minus copying costs minus compensationa€”to you.
Doing the same thing over and over bores people and will eventually leave employees dissatisfied with their jobs. The marketing department, for example, might butt heads with the accounting department because marketers want to spend as much as possible on advertising, while accountants want to control costs. In addition, some companies have found that units tend to focus on their own needs and goals at the expense of the organization as a whole. Because youa€™ve started out small, neither your accounting manager nor your human resources manager will be currently managing anyone directly. If the sales supervisor believes that the problem should be addressed at a higher level, then he or she will report it to the marketing manager. Some companies might ultimately rely on a combination of functional and divisional structures. To understand why unity of command is an important organizational feature, think about it from a personal standpoint. To design new products, the company may create product teams made up of designers, marketers, and other specialists with expertise in particular sports categoriesa€”say, running shoes or basketball shoes. That persona€™s message would have to filter upward through only two management layersa€”the sales supervisor and the marketing managera€”before reaching the president.
As a result, they not only overburden themselves with tasks that could be handled by others, but they also deny subordinates the opportunity to learn and develop new skills.
Youa€™ll need to grant subordinates the authority they require to complete a taska€”that is, the power to make the necessary decisions. It would also give the manager valuable decision-making experience, and while he or she is busy making daily decisions about the copy center, youa€™ll have more time to work on higher-level tasks.
For obvious reasons, there are far more people with positions at the base of the pyramid than there are with jobs at the other two levels (as you get to the top, there are only a few positions). The job titles vary considerably but include such designations as department head, group leader, office manager, foreperson, and supervisor. The head of an accounting department, for example, will be a senior accountant; the head of a hospital nursing unit will obviously be an experienced nurse. Marketers might feel that accountants are too tight with funds, and accountants might regard marketers as spendthrifts.
Each division functions autonomously because it contains all the functional expertise (production, marketing, accounting, finance, human resources) needed to meet its objectives.
Then, large logs are sold to lumber mills and smaller logs chopped up and sent to Bowatera€™s mills.
Your marketing manager, however, will oversee one person in advertising and a sales supervisor (who, in turn, oversees the sales staff). The banka€™s organization chart would begin like the one in FigureA 6.9, a€?Organization Charts for Divisional Structuresa€?(b).
This could be a good approach for a credit card company that issues cards in both the United States and Europe.
How many layers are there, for example, between the top managerial position and the lowest managerial level?
Each team member would be evaluated by both the team manager and the head of his or her functional department. In turn, two of these managers have positions reporting to them: the advertising manager and sales supervisor report to the marketing manager, while the note takera€™s supervisor and the copiera€™s supervisor report to the operations manager. The more you think about the possibility of decentralizing your company, the more you like the idea. Perhaps youa€™ll keep moving up and eventually find yourself in a top-level management position with a big salary. They represent the company in important dealings with other businesses and government agencies, and they promote it to the public.
Remember, given the rapidly changing environment in which businesses operate, a structure that works today might be outdated tomorrow. The challenge is to find the most appropriate way of structuring operations to achieve overall company goals. Your operations manager will oversee two individualsa€”one to supervise note takers and one to supervise the people responsible for making copies.
Once again, the companya€™s top manager has two direct reports, in this case a VP of retail-customer accounts and a VP of commercial-customer accounts. Leta€™s say that you remove a layer of management by getting rid of the marketing and operations managers. Examining job opportunities may be an opportunity to start identifying the kinds of positions that interest you.
Job titles at this level typically include chief executive officer (CEO), chief financial officer (CFO), chief operating officer (COO), president, and vice president. Thata€™s why you hear so often about companies restructuringrestructuringProcess of altering an existing organizational structure to become more competitive under changing conditions.a€”altering existing organizational structures to become more competitive under conditions that have changed.
Think about your school, for instance: mathematics teachers are in the math department, history teachers are in the history department, those who run athletic programs are in the athletic department, and librarians work at the library.
Toward this end, divisions can be formed according to products, customers, processes, or geography.
About 90 percent is sold to other manufacturers (as raw material for home and office products), and the remaining 10 percent is further processed into newspaper print. In building an organizational structure, you engage in two activities: job specialization (dividing tasks into jobs) and departmentalization (grouping jobs into units). As president, youa€™d now have six direct reports rather than four: accounting manager, advertising manager, sales manager, note-taker supervisor, copier supervisor, and human resources manager. It would function more efficiently if some employees specialized in taking notes, others in copying and packaging them, and still others in selling them. Higher-level employees could focus on advertising, accounting, finance, and human resources.

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