Organizational Structure of GSK and Consumer Health Care Paper Example

Introduction

At the end of my academic career, the time was ripe for me to put into practice the theories I had gathered in class. There was no better place to enhance and advance my skills other than at GSK. This is a global pharmaceutical company that is known for the manufacturing of quality products, not just limited to medicine but also other ranges of products that cut across detergents as well as additives. The company gave my first real-time professional exposure that shaped my understanding if the real professional exposure.

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GlaxoSmithKline began operations in the year 2001, January 1st following the merge of the GlaxoWellcome group and SmithKline Beecham group even though their combined history is longer than that. The mission of GlaxoSmithKline is to do more, feel better and live longer which implies that the business is focused on the delivery of three strategic priorities which aim to increase growth, diminish risks and improve the long term financial performance of the company. GlaxoSmithKline is a public limited organization whose ordinary shares are sold on the London Stock Exchange and the American Depository Shares symbolizing two ordinary shares publicly traded on the New York Stock Exchange [1]. Even though there are some shareholders that favor a pro-active company technique towards health problems in the developing countries, according to a London-based group of large institutional investors who have shares in pharmaceutical organizations, GSK was rated one of the leading companies in its approach towards addressing the health care problems of the consumers. The consumer healthcare business of GSK also develops and promotes a variety of products categorized into groups of pain relief, respiratory, oral health, and nutrition together with skin health [2].

GSK Organizational Structure of GSK Consumer Health Care

The organizational structure is headed by the organization chairman Sir Philip Hampton. The organization has divided itself into; the Corporate Executive Team (CET) which is made up of the GSK CEO and the members of the Board & Corporate Executive Team, the president for Global manufacturing and supply and other leaders of various organizational divisions. The other committees that form up the organizational structure are the committees which include audit and risk committee, remuneration committee, nomination committee, finance committee, CSR committee, corporate administration and the transaction committee [2]. The organizational structures at GSK also have regional heads followed by the country managers at their various global country management.

Engineering Units at GSK

Every manufacturing organization has various engineering divisions and the GSK is no exception in having various engineering units. The main aim of the organization having the various engineering units is to emphasize on the operational efficacy and diminish wastage as well as establishing a cost-efficient setup alongside having a secure surrounding within the company [3]. The engineering divisions within GSK are mainly subdivided into two types which are the administrative and the warehouse maintenance and quality. The administrative engineering unit is all concerned with the head office and the constructions hence the status of infrastructure and its machines and amenities. However, the warehouse maintenance and quality engineering unit is all concerned with the maintenance of the warehouses and the tools and equipment that are used in regards to the condition of the production houses [4]. The two main engineering units are mainly responsible for the secure execution of all construction as well as maintenance activities of the organization. The engineering units also ensure reliable management of company assets by the alignment of activities and organization of the relevant properties as well as facilities of the organization [4].

Industrial Processes at GSK

The industrial process at GSK takes clear retail in a Go to Market plan that sees the movement of the products from the production to the eventual consumers in the market place [5]. The company follows a clearly laid out chain and supplies logistical process that keeps its operations running smooth and in a clear process.

Purchased Goods: These are the raw materials that GSK buys from other factories and suppliers to use in their production process. This process takes up 51% of the total company resources and efforts.

GSK Operations: The operations include the office operations and strategy creation. These strategies are not limited to how far the company's production process but also the market and retail strategies.

Logistics: The logistics aspect of this industry involves the delivering of medicine and products across the globe. The delivery process also sees the close monitoring of the global needs to fill in the vacuum left by the competitors. The logistics aspect takes charge of both roads and air transportation.

Retail and Marketing: this is the second stage of the industrial process pertaining to the eventual revenue generation process. The retail process includes huge distributors followed by a strong team of wholesalers as well as retailers. The retail and marketing process included both the above the line and below the line marketing processes.

Quality System at GSK

The GSK Company is ebbed in well defines an industrial process that includes the quality assurance department ensuring that the products are of quality and meet the consumer demands [6]. The quality systems are to ensure that the products meet customer needs, are safe and are of recommendable standards to meet the consumer demands.

Management: The management system at GSK includes clarified senior management, their responsibilities as well as the critical aspect of leadership. The definition of roles, in the management department, is to ensure that they create reliable and standard rules that will guide and direct the company's operations as well as the overall wellbeing of the staffs, both in the high office and the subordinates [7]. Management provides a sense of direction, roles, communication, and resource allocation.

Mentoring and Review: the monitoring as a QMS at GSK is to ensure that the state of control is maintained in the company by checking on staffs progress as well as adjusting where necessary [8].

Continual Improvement: There is needed to keep an upgraded product system as well as the creation of an environment that fosters excellence as well as continual improvement of people's management.

Knowledge Management: The quality management system seeks to ensure that there is a continuous transfer of knowledge and skills to the next set of workers through an elaborate product lifecycle process [9]. This is one of the most critical aspects of QMS at the company.

Change Management: The change control highlights among other aspects the relevance of the change management system and identifying the various avenues that may actually not necessarily require legal action [10]. The change control is one way of ensuring that GSK products that meet the consumer demand at every time.

References

[1] Somo.nl, 2019. [Online]. Available: https://www.somo.nl/wp-content/uploads/2004/10/Company-profile-GlaxoSmithKline.pdf. [Accessed: 21- Jan- 2019].

[2] Agre, "Organization structure of Gsk", Slideshare.net, 2019. [Online]. Available: https://www.slideshare.net/RohiniBAgre/organization-structure-of-gsk. [Accessed: 21- Jan- 2019].

[3] "Manufacturing and supply | GSK UK", Uk.gsk.com, 2019. [Online]. Available: http://uk.gsk.com/en-gb/careers/areas-of-opportunity/manufacturing-and-supply/. [Accessed: 21- Jan- 2019].

[4] "Engineering | GSK", Gsk.com, 2019. [Online]. Available: https://www.gsk.com/en-gb/careers/experienced-professionals/engineering/. [Accessed: 21- Jan- 2019].[5] A. D. Pouliezos and G. S. Stavrakakis, "Real-time fault monitoring of industrial processes" Springer Science & Business Media, 12, 2013.

[6] D. L. Goetsch and S. B.Davis, "Quality management for organizational excellence". Upper Saddle River, NJ: Pearson.

[7] F. R. Jacobs, R. B. Chase and R. R.Lummus."Operations and supply chain management" New York, NY: McGraw-Hill/Irwin.2014, pp. 533-535.

[8] J. F. Chang, "Business process management systems: strategy and implementation," Auerbach Publications. 2016

[9] D. M. Clark, K. Silvester, and S.Knowles, "Lean management systems: creating a culture of continuous quality improvement," Journal of clinical pathology, Janpath, 2013.

[10] M. Asif, C. Searcy, A. Zutshi and O. A. Fischer, "An integrated management systems approach to corporate social responsibility," Journal of cleaner production, 56, 7-17, 2013